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Ownership and Management

November 1, 2003

If you are considering making changes to your employee benefit programme, now is a good time to do it – with little volatility in the employment market there should be a minimal negative impact. As long as it is handled carefully it could be cost-effective for your business too...

Philip Houghton and Paul Mather are Senior Consultants with Sibson Consulting, a global human capital consulting firm, based in London. Bart Huby is a Partner with Lane, Clark & Peacock LLP, an actuarial partnership with offices in London and Winchester, UK.

If you are considering making changes to your employee benefit programme, now is a good time to do it – with little volatility in the employment market there should be a minimal negative impact. As long as  it is handled carefully it could be cost-effective for your business too...

November 1, 2003

Many British brands have been acquired by large, foreign family-owned conglomerates. How do they manage to retain the quintessential British qualities so important to their image?

Ian Sclater is a freelance journalist based in Scotland.

Many British brands have been acquired by large, foreign family-owned conglomerates. How do they manage to retain the quintessential British qualities so important to their image?

The Rolls-Royce Motor Cars company has a German driver, BMW. The exclusive Thomas Pink clothing company fits its French owners, the LVMH group. Some of Britain's best known breweries have been lapped up by Belgians (Interbrew) and Americans (Coors).

November 1, 2003

Good and bad people can be found in both public and private companies the world over. But family businesses offer many advantages over other models of capitalism – and can even be argued to be morally superior

Guido Corbetta is Professor of Strategic Management at Bocconi University, Milan, Italy and a founding partner of the Family Business Consulting Group International.

Good and bad people can be found in both public and private companies the world over. But family businesses offer many advantages over other models of capitalism – and can even be argued to be morally superior

November 1, 2003

It’s been two years since FIB first reported on the formation of a new family business organisation, the Institute for Family Business, the UK chapter of the Family Business Network. Suzy Bibko interviewed Grant Gordon to find out how the association had progressed.

It's been two years since FIB first reported on the formation of a new family business organisation, the Institute for Family Business, the UK chapter of the Family Business Network. Suzy Bibko interviewed Grant Gordon to find out how the association had progressed.

How have you seen IFB grow over the past two year? Has it evolved in any unexpected way (perhaps due to member input)?

November 1, 2003

The University of Gloucestershire embarked on a new programme in 2003 – the first ever MBA dedicated to family business.

The University of Gloucestershire embarked on a new programme in 2003 – the first ever MBA dedicated to family business. It's been a success, from both the students' points of view as well as the university's and the inaugural class has achieved the highest grade point average of any MBA group at the university thus far. Suzy Bibko had a chance to chat with the students and the course's director, John Tucker, about the programme.

September 1, 2003

The dilemma of accepting, as an in-law, an opportunity proffered within a family business can be a difficult one. Make sure you know exactly why it’s being offered before accepting the ‘challenge’

David Gottlieb joined his brothers-in-law and father-in-law in a Chicago-based family real estate business in 1996. In 1999, he and his in-laws founded Full Circle Communities, Inc, a philanthropic nonprofit devoted to the preservation and management of affordable housing, of which he is executive director.

The dilemma of accepting, as an in-law, an opportunity proffered within a family business can be a difficult one. Make sure you know exactly why it's being offered before accepting the 'challenge'

September 1, 2003

Problems in family businesses can be multi-layered and can become increasingly complex if the correct questions are not addressed to ascertain the root of the problem

Jane Hilburt-Davis is founding principal of Key Resources in Boston, MA, a consulting firm that specialises in family-owned and closely-held businesses. Her expertise is in the areas of family systems, conflict management and professionalising the family firm.

W Gibb Dyer, Jr is the O Leslie Stone Professor in the Marriott School of Management at Brigham Young University. His expertise is in the areas of family business, entrepreneurship and organisational change.

September 1, 2003

When the 1990s economic boom in the US ended, it forced families with their own businesses to focus on their core values, core competencies and to count their blessings – a good way to weather the tough economy

Craig E Aronoff holds the Dinos Eminent Scholar Distinguished Chair of Private Enterprise and is the founder of the Cox Family Enterprise Center at Kennesaw State University in Marietta, Georgia, USA. He is also co-founder and principal of the Family Business Consulting Group Inc. Drew S Mendoza is managing principal of The Family Business Consulting Group Inc.

When the 1990s economic boom in the US ended, it forced families with their own businesses to focus on their core values, core competencies and to count their blessings – a good way to weather the tough economy

September 1, 2003

The Pritzker family dispute illustrates how important it is for all members of a family business to feel respected and valued irrespective of their roles within the family. Had clear family policies been established – and discussed – at the point of succession, perhaps this bitter legal battle could have been avoided

Dennis T Jaffe, PhD is professor at Saybrook Graduate School in San Francisco, author of Working With The Ones You Love and a founding member of the Aspen Family Business Group.

The Pritzker family dispute illustrates how important it is for all members of a family business to feel respected and valued irrespective of their roles within the family. Had clear family policies been established – and discussed – at the point of succession, perhaps this bitter legal battle could have been avoided

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