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May 1, 2007

Divorce has high costs, both monetarily and emotionally. Nowhere is this more true than in the world of family business, as evidenced by some high-profile cases in recent years. Love, power and ownership can all be at stake when family and business split

Divorce has high costs, both monetarily and emotionally. Nowhere is this more true than in the world of family business, as evidenced by some high-profile cases in recent years. Love, power and ownership can all be at stake when family and business split.

Suzy Bibko is editor of Families in Business.

September 1, 2006

Tom Davidow is founder and principal of Thomas D Davidow & Associates. Dr. Davidow has more than 20 years of experience working with family controlled enterprises. He is based in Brookline, MA.

July 1, 2006

Not many family businesses manage to survive the disruption of several generational transitions – with family and business still in tact. Dennis Jaffe presents a family who have managed just that and who offer some advice to expanding family businesses

Dennis Jaffe is a founding partner of Relative Solutions, professor at Saybrook Graduate School and author of Working With the Ones You Love.

Not many family businesses manage to survive the disruption of several generational transitions  – with family and business still in tact. Dennis Jaffe presents a family who have managed just that and who offer some advice to expanding family businesses

July 1, 2006

Jim, aged 66, is the founding entrepreneur of a successful manufacturing company, with annual sales of $200 million, and has gradually transferred ownership of the business to the second generation. All five siblings, each employed in the company, will eventually own 20% of the business. Apart from their comfortable home, local farmland and $500,000 invested conservatively, all the assets of Jim and his wife Beth have been re-invested in JB Enterprises.

May 1, 2006

The success of a business depends on the quality of leadership throughout, but especially from the top. Good management disciplines and skills ensure the business is run effectively but they are not enough on their own. Graham Yemm looks at the top job requirements

Graham Yemm works with organisations on a range of training and development issues, including leadership, culture and communication skills. For more information visit www.solutions4training.com

The success of a business depends on the quality of leadership throughout, but especially from the top. Good management disciplines and skills ensure the business is run effectively but they are not enough on their own. Graham Yemm looks at the top job requirements

March 1, 2006

As a business family moves through the progressive stages of transition, there are the associated challenges of each stage to confront. None more so than when the family has exceeded the cousin collaboration. But don’t lose the family bond, writes John Ward

John Ward is principle of the Family Business Consulting Group. www.efamilybusiness.com

As a business family moves through the progressive stages of transition, there are the associated challenges of each stage to confront. None more so than when the family has exceeded the cousin collaboration. But don't lose the family bond, writes John Ward

November 1, 2004

The leader of a family business can define the identity of the business. Nigel Nicholson guides any potential or actual leaders with the what, who and how of smart leadership

Nigel Nicholson is Professor of Organisational Behaviour at London Business School.

The leader of a family business can define the identity of the business. Nigel Nicholson guides any potential or actual leaders with the what, who and how of smart leadership

September 1, 2004

Ignoring the strategic landscape of the business itself, family firms can focus too heavily on leadership transition because of emotional reasons, says Andrew Keyt. Has succession overshadowed the harder long-term business goals?

Andrew Keyt is president of the US chapter of the FBN and executive director of the Chicago Family Business Center.

Ignoring the strategic landscape of the business itself, family firms can focus too heavily on leadership transition because of emotional reasons, says Andrew Keyt. Has succession overshadowed the harder long-term business goals?

March 1, 2004

Many a family firm has crashed and burned amid recrimination, but many remain the world’s most respected enterprises. So just what is the role of leadership and family culture in the chemistry of success and failure?

Nigel Nicholson is Professor of Organisational Behaviour at London Business School. Åsa Björnberg is Research Assistant at London Business School on the LIFBRI (Leadership in Family Business Research Initiative).
(This work is supported under ESRC grant  – RES-051-27-0086. For a more detailed report of the survey findings or further information contact the London Business School. www.london.edu/family_business/)

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