governance

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. 

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. 

Leaderless organisations are all the rage, but successful ones are few and far between. Some of the best-known examples are actually family firms. That is no accident. 

If even the powerful matriarch of the L’Oreal dynasty can be preyed on it can happen to anybody. Families should make sure their succession plans involve the older generation. 

Modern business families have a huge variety of complex risks to cope with and evidence suggests that they are not doing it well. They have to improve, because it’s only getting more difficult. 

Many current owners of family businesses are refusing to retire, leading to frustration among the next generation of family members. 

Non-family managers might not have the same emotional attachment to a business, but they can be very beneficial. For a start, they work longer hours.