ViewPoint

The culture of stewardship is being eroded by short-termism of non-operational family shareholders

A mechanistic process with the next gen will no longer work – new ideas are needed, says Italy’s best known family business professor

Succession issues are universal, but in China, some of those issues have particular twists

Some family businesses have embraced the digital revolution, but most haven’t – and that is a big concern

The values of the founders of TATA are sometimes overlooked in today’s society. They shouldn’t be

Families are by their nature gender mixed teams, which could be one reason that their businesses are so accepting of women. Many are taking positions of real power they couldn’t have 30 years ago. 

Almost all businesses in China started in the past 30 years, and many are still founder-owned. Issues such as the one-child policy mean they face unique problems. 

Classical economics says that if a business doesn’t grow, it will die. But what does growth mean? Often for family businesses, it is non-monetary. 

Families have a unique currency, but it must be nurtured and directed correctly to become a positive force, and not a destructive one.