governance

Family businesses are increasingly being pushed to follow “good” governance, but does better governance lead to better companies?  
They are much more prevalent in family offices then many would admit
A pioneer when it came to corporate governance, but he also failed to keep the family business together
Succession experts say that business leaders should hand over power in their sixties. These nonagenarians and octogenarians would disagree.
A Thyssen investment vehicle has purchased 60% of Italy's Petrovalves, creating a strange new sort of family firm.
The chairman has resigned after two decades, but the German automaker's complex governance ought to ensure stability and continuity.
Families have a unique currency, but it must be nurtured and directed correctly to become a positive force, and not a destructive one.
It may have been owned by a tangle of families that offends purists, but there is something to be said for the tyre company's complicated structure.
New rules say that Indian firms have to have at least one woman on the board. Many have failed to comply, and others have appointed family members. Does that matter?
Family businesses which focus on the founder's genius are more likely to be badly managed and stuck in their ways than ones which concentrate on joint family effort.
Family businesses are much smaller in Italy than they are in France and Germany. That needs to change if the country is going to flourish.
The fifth-generation head of a 153-year-old maltster has transformed a quintessentially traditional business into a state-of-the-art one with a strong line in exports.