Family businesses have unique challenges that aren’t always shared by other companies. Our hub offers a place to connect and engage with KPMG advisers and peers to share experiences and conversations around articles relevant to your business. Topics like succession & next generation, governance, growth, assurance, exit strategies, wealth preservation and philanthropy are important for business families to manage effectively to remain competitive and leave a lasting legacy for generations to come.
To harness the benefits of success for future generations, wealth creators and their inheritors have used ‘private’ family offices to manage family needs.
Governance in a family enterprise is evolution, not prescription: it requires consistent discipline, and strategies and structures have to be adapted.
For years, families have limited their definition of risk management to the traditional dimensions of investment performance and insurance risk.
Not all family businesses are the same. It is misguided to lump them all together under one heading when trying to understand the family business model.
A family constitution can be an important instrument for ensuring cohesion, as well as economic and emotional success in family enterprises.
Although family firms are thought of as conservative about change, family business models take advantage of the growing globalisation of the business world.
In your family business, does such “democracy” mean anything? Is it applicable and useful – and if so, under what circumstances?
“I am grateful for the blessings of wealth, but it hasn’t changed who I am. My feet are still on the ground. I’m just wearing better shoes,” said Oprah.
KPMG partners discuss exit strategies for family business.
Only 30% of family-owned businesses make it to the second generation, with that figure plummeting to 13% for the third, and only 3% making it to the fourth.
Roger Pedder, Former Chairman of Clarkes Shoes, discusses the question of passion in the family business.
A recent study showcased earlier this year in the Family Business Review investigated whether one can measure the degree of long-term orientation company.
Choosing the right successor is so essential to the success of a family business that all layers of governance should be involved: family, board, and CEO.
Naveen Khajanchi, relates a story that he says affected him significantly in his own thinking about family life as well as family business.
Identifying the resources needed for business growth is not a problem for many businesses; the problem is finding the right way of acquiring them.
Articles and insight around some of the topics that we’ve seen family businesses grapple with every day.
KPMG’s Global Family Business Centre of Excellence is excited to announce the launch of the KPMG Family Business Think Tank. Watch the video below, featuring Family Business leaders and KPMG partners sharing their thoughts.
European Family Businesses (EFB) and KPMG have joined forces to bring an insight into the confidence levels of family businesses.
EFB-KPMG European Family Business Tax Monitor provides a look at how taxation affects competitiveness; a country's tax regime can have a far wider impact, not least on succession, but also the future growth of Family Businesses.
KPMG Family Business insights covering 7 key issues : Succession & Next Generation, Governance, Growth, Assurance, Exit Strategies, Wealth Preservation and Philanthropy. Each family business counld be facing one or several issues during its lifecycle.
View KPMG Family Business leaders around the world.