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

Family businesses face many challenges to remain competitive, and the best solution is often to bring non-family professionals into top management positions.

They often concentrate on SMEs, but if politicians really want to boost economic growth they should help family businesses overcome some of their problems. 

Many family firms find it hard to think 20 years ahead, but whatever their plans for the business they have to. And it is never too soon to start. 

When it comes to financing growth families are wary of banks and traditional private equity. Alternatives are out there, and one model in particular would be a perfect fit. 

Cliches about “shirtsleeves to shirtsleeves in three generations” are nonsense, but families have to deal with increasing complexity as their business matures.  

Business schools are keen to teach next gens, but the lessons they teach have to be adapted to be useful when students get home. 

Families are swamped with advice about how to prepare the next generation to take over a business, but those who are retiring should be supported too. 

Family firms can be obsessed with control of the core business, but this is a mistake. Instead, they should concentrate on finding new opportunities. 

No generation has been studied as much as the Millennials, so how do you encourage them to come into the family firm?