Family businesses are especially vulnerable to emotional biases that create ‘untouchables’ – people with lifetime tenure in the firm regardless of performance. No family business can eliminate emotions, but a few tips from university tenure systems can help ensure the ‘untouchables’ will be contributing to the firm’s success
The business of haute horlogerie is specialised and dominated by a small number of firms. Karl-Friedrich Scheufele, Vice-President of Chopard, reveals how their family business has remained one of the leaders
The Zegna Group, winners of the IMD Distinguished Family Business Award 2000, have successfully redefined and adapted their textile and menswear business to the changing world – never losing sight of the legacy of its founder.
The Zegna Group, winners of the IMD Distinguished Family Business Award 2000, have successfully redefined and adapted their textile and menswear business to the changing world—never losing sight of the legacy of its founder
Finding the right model of governance at a time of complex change requires essential re-thinking. Focusing on the potential future scenarios and being educated in the key issues are good starting points for an effective transition
Considerations for building a strategy for a family business are different to those of a non-family business. Melding the demands of the market with the values of emotionally connected owners creates superior business performance