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By Kimberly Eddleston on Sat Apr 04 2026
Interviewee:
Natasha McVeigh
Set boundaries clearly and often, understand your own hot buttons, and be genuinely curious about why the other side thinks the way they do. Conflict is a normal part of the human experience, but it Read more |
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By Peter Vogel on Tue Mar 31 2026
Should longevity always be the goal? And if so, what exactly should endure—the operating company, a particular business model, or the family enterprise system itself? In family business, a quarter Read more |
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Family firms often enjoy strong consumer goodwill, until they engage in deliberate misconduct -- when higher expectations can produce deeper disappointment and sharper backlash. EDITOR'S NOTE: This Read more |
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By Claudia Binz Astrachan and Lars B. Sonderegger on Wed Mar 25 2026
Boards routinely scrutinize financial and strategic risk. But talent shortages, leadership culture problems, and succession gaps can erode long-term value just as quickly. People risk belongs on Read more |
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By Meghan Lynch and Mat Hughes on Tue Mar 17 2026
The challenge during succession is that not every inherited element deserves to be preserved. But not every piece of the legacy is safe to disrupt, either. One of the most common mistakes in family Read more |
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By Doug Gray, PhD on Thu Feb 26 2026
AI can speed analysis and recommendations, but it cannot build trust or regulate conflict. Here's why Brain Capital -- judgment, resilience, and governance maturity -- will determine whether family Read more |
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Research still can’t clearly explain when they deliver real value. A review shows what we know, what we don’t, and how families can close the needs-to-services gap. EDITOR‘S NOTE: This article Read more |
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Vision matters—but so does individualized consideration. This study shows nonfamily managers perform better when CEOs pair transformational leadership with genuine, personalized attention and Read more |
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Successors recommit when roles align with their values, skills, and life stage—and when family dynamics allow earlier experiences to be reinterpreted. Many family firms think about succession when Read more |
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By Alexandra Dawson on Fri Feb 06 2026
Family firms don’t have goals—people do. The rise and fall of Italy's Florio dynasty shows how successor motivation shapes the balance between growth, legacy, and community—and how families can Read more |