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Ownership and Management

June 1, 2002

Bill Simmons worked in his father’s fashion house for several years after graduating from university.

Bill Simmons worked in his father's fashion house for several years after graduating from university. The father-son relationship was extremely conflicted and Bill struggled with years of verbal abuse. Bill finally left his father and founded his own business in a related field, creating Lincolnshire Fashions Limited in 1969.

June 1, 2002

The Lindström family is a good example of how serial business families can use their past experience to avoid recurring ‘situations’ – and ultimately run a business that benefits the business and the family members involved

Denise Kenyon-Rouvinez is President and Founder of the Family Business Network Suisse Romande, and Associate of The Family Business ­Consulting Group.

The Lindström family is a good example of how serial business families can use their past experience to avoid recurring 'situations' – and ultimately run a business that benefits the business and the family members involved

June 1, 2002

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

April 1, 2002

The first article of a fourpart series examines why selling the family business can be a good thing. Some families, known as ‘serial business families’, achieve a positive outcome from the sale by reinventing themselves and starting a new business together

The first article of a fourpart series examines why selling the family business can be a good thing. Some families, known as 'serial business families', achieve a positive outcome from the sale by reinventing themselves and starting a new business together

April 1, 2002

While Corleone Imports Inc may seem like a distant reality to the way your family business is run, there are lessons that can be learned from The Godfather– not least how NOT to handle a sticky situation

While Corleone Imports Inc may seem like a distant reality to the way your family business is run, there are lessons that can be learned from The Godfather– not least how NOT to handle a sticky situation

What does your business have in common with Corleone Imports Inc, the fictional business of Francis Ford Coppolla's The Godfather trilogy? Your initial response is (I hope), 'Not a lot'. The Corleones are a Mafia family whose business interests are gambling and protection rackets, not to mention amateur equine surgery.

April 1, 2002

Many multi-generational family firms make up the French economy. They demonstrate resilience and renewal in hardship, good family organisation and, for some, acceptance of in-laws in top roles

Many multi-generational family firms make up the French economy. They demonstrate resilience and renewal in hardship, good family organisation and, for some, acceptance of in-laws in top roles

April 1, 2002

In this issue’s guest editorial, Carol S Pearson discusses the role archetypal branding can play in the success of a company and how family businesses are particulary suited to it

In this issue's guest editorial, Carol S Pearson discusses the role archetypal branding can play in the success of a company and how family businesses are particulary suited to it

April 1, 2002

In the last issue, Kelin Gersick described the differences between the ‘pyramid’ view, emphasising the generational expansion of one family, and the ‘network’ view, focusing on the complex relationships among the multiple units of an extended family. Part II of this article explores the implications of that developmental model for the critical tasks of governance and continuity

In the last issue, Kelin Gersick described the differences between the 'pyramid' view, emphasising the generational expansion of one family, and the 'network' view, focusing on the complex relationships among the multiple units of an extended family. Part II of this article explores the implications of that developmental model for the critical tasks of governance and continuity

April 1, 2002

I was talking recentlyto the Chairman of a financial services organisation, telling him about my interest in family business and my desire to establish a new international centre for the study of leadership in family firms at London Business School.

I was talking recentlyto the Chairman of a financial services organisation, telling him about my interest in family business and my desire to establish a new international centre for the study of leadership in family firms at London Business School. The Chairman was interested, but after a while asked "Aren't they a thing of the past in the UK?"This is not the first time I have heard this belief expressed, and by people who you might think would know better. Around three years ago it was estimated that 75% of all British businesses were family-owned and -managed.

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