Vimeo
LinkedIn
Instagram

Campden NXG

Reassuring women that their place in the family business is permanent is “absolutely essential” to empower women to become successors, next-gen family business leader and author Priyanka Gupta Zielinski says.

Reassuring women that their place in the family business is permanent is “absolutely essential” to empower women to become successors, next-gen family business leader and author Priyanka Gupta Zielinski says.


Molly Heaney, a fifth-generation director of JM Huber, one of the largest privately-owned businesses in the United States, says her family’s set of guiding principles remain the corporation’s “North Star” in its accelerating pace of investments.

Molly Heaney, a fifth-generation director of JM Huber, one of the largest privately-owned businesses in the United States, says her family’s set of guiding principles remain the corporation’s “North Star” in its accelerating pace of investments.

There has been a growing focus on mental health and work—but this has been restricted to startups and mental health in the workplace. We have conversations about employee wellbeing, but not about the health of the leader of the enterprise, or the next generation entrepreneur.

There has been a growing focus on mental health and work—but this has been restricted to startups and mental health in the workplace. We have conversations about employee wellbeing, but not about the health of the leader of the enterprise, or the next generation entrepreneur.


Each family is unique. A concerted effort to understand the complex dynamics which exist within each family, between spouses, siblings and the generations, is an essential first step for family advisers. Without this understanding, it is much more difficult to help a family deal with succession issues, especially in the context of a family business with members sitting on the board.

Each family is unique. A concerted effort to understand the complex dynamics which exist within each family, between spouses, siblings and the generations, is an essential first step for family advisers. Without this understanding, it is much more difficult to help a family deal with succession issues, especially in the context of a family business with members sitting on the board.

From the onset of the new millennium, business leaders have been increasingly interested in ‘purpose’—the idea that they might look beyond the profit motive alone to consider why the business exists and what purpose it serves.

From the onset of the new millennium, business leaders have been increasingly interested in ‘purpose’—the idea that they might look beyond the profit motive alone to consider why the business exists and what purpose it serves. 

A Canadian next-generation entrepreneur says more families are investing sustainably in forestry to achieve their impact goals and for the long-term inflation-proof returns of timber as an asset in their portfolios.

A Canadian next-generation entrepreneur says more families are investing sustainably in forestry to achieve their impact goals and for the long-term inflation-proof returns of timber as an asset in their portfolios.

Most family fortunes were forged thanks to a founding entrepreneur and their successors who managed to uphold their legacy over the generations. The entrepreneurial tale of the founder is often passed down proudly from generation to generation. However, it is also common to see the successor generations concentrate so much on the core business that they sometimes lose the very entrepreneurial drive that gave rise to their family business in the first place.

Most family fortunes were forged thanks to a founding entrepreneur and their successors who managed to uphold their legacy over the generations. The entrepreneurial tale of the founder is often passed down proudly from generation to generation. However, it is also common to see the successor generations concentrate so much on the core business that they sometimes lose the very entrepreneurial drive that gave rise to their family business in the first place.

The next generation of leaders have a vision for the future which is different to their parents and more strategic, says next-gen social entrepreneur Olga Vysokova.

The next generation of leaders have a vision for the future which is different to their parents and more strategic, says next-gen social entrepreneur Olga Vysokova.

Click here >>
Close