By Alfredo De Massis and Federico Frattini Family firms represent a highly ubiquitous form of business organisation globally and are the backbone of many industrialised and developing world economies. This article discusses how can family firm managers use Family-Driven Innovation and unlock the innovation potential of the organisations in which they work.
By Richard Shrapnel In this article – the final in the Succession Series by Baker Tilly International – the author considers how business succession has been redefined, the rewards available to those that get it right, the challenges they will have to
By Sherilyn Casiano For the entrepreneur and closely- held family business owner, a family office, set up with the proper foundation, can be a huge help in the succession processes and beyond. Below, Sherilyn Casiano argues that having a formal family office
By Dr. Richard Shrapnel Many owners and families have discovered the pitfalls and potholes of business succession. Below, Dr. Richard Shrapnel explores the success strategies for anyone venturing into succession.
By Sherilyn Casiano In the conversation about succession planning, most of the discussion revolves around the future continuity of the business. Very little is said about the impact of such a transition in human terms. Below, Sherilyn Casiano examines this
By Richard Shrapnel Succession is a dynamic journey, and anyone involved in this process should seek to understand it before venturing forward. Below, Richard Shrapnel explores the journey of succession.
By Richard Shrapnel Family Business Succession is never a simple, straightforward endeavour. Besides the financial outcomes of the transition, the human needs and emotional involvement of all family members must be taken into account. The business advisory
By Joseph Lampel, Ajay Bhalla & Pushkar P. Jha Criticism of modern corporate capitalism in the wake of the current economic crisis is reawakening interest in alternative ownership and governance models such as employee owned businesses (EOBs). EOBs are
By Guido Stein & Manuel Gallego Introduction
Companies statistically dismiss twice as many CEOs in bad economic times as in good. Certainly, many senior executives have lost their jobs lately. Yet this new wave of dismissals masks a deeper
By Lucy P. Marcus The board room is going through an extraordinary time of transition. More is being demanded of boards than ever before, and the activities of boards are under greater scrutiny.