As much as objective, rational-thinking business advisors caution against mixing business and family, the fact is that – by their very nature – the family and business aspects of a family business are inextricably linked.
On January 15th 2014 I spoke at an entrepreneurship conference in Amman, Jordan, organized by KPMG. The opening speaker was a well-known Jordanian business leader who runs a large family-owned group, now in the 2nd generation.
Stephan Werhahn, shareholder of Werhahn KG in Germany shed light on the positives of having representatives from other families on the Supervisory board...
Family business governance is about so much more than just sitting on a board or managing the business. Family members can contribute in many different roles.
Stephan Werhahn touches base on organising the members of the Supervisory board and how they also have the potential of being elected in the future ...
Successful governance of the family business, the family office or family wealth in general can be immensely powerful as a platform in maintaining the aspirations of the family.
Family businesses are unique. At the centre of this difference is the family dynamic, which can play a significant role in decision-making and offers both opportunities and challenges.
In governance it is true that some family businesses require a board, despite how big the family business is.
Once agreement has been reached on a set of common values, and the vision for the family group and the business has been established, they have to, of course, be communicated.
Some family businesses make it much beyond the third generation. One of them, Mellerio dits Meller, is celebrating its 400th anniversary this year.
John Scott: Companies face a profound transformation. The economic uncertainty of a global market evolving at different rates, regulatory and market changes that run chasing the new economic and commercial realities.
Good governance in family business is not just about business governance; it's also about family governance...
The President of the Institute of Family Business (IEF), José Manuel Entrecanales, and the chairman of KPMG in Spain, John M. Scott, recently signed a collaboration agreement with the aim of working together to support family businesses
KPMG held its first regional Middle East & South Asia Family Business Conference in November 2013 at the Jumeirah Emirates Towers Hotel in Dubai.
Through the bi-annual Family Business survey, KPMG and FBA combine to offer a snapshot of the health of 'family business' in Australia. What emerges is that parallel planning is essential. It’s not an event; it’s a process.