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Ownership and Management

Porsche family joins billionaire space race with rocket investment, Amancio Ortega’s Inditex fortunes fall and rise with Covid-19 restrictions, Weston family puts Selfridges on the auction block for $5.5 billion.

Porsche family joins billionaire space race with rocket investment, Amancio Ortega’s Inditex fortunes fall and rise with Covid-19 restrictions, Weston family puts Selfridges on the auction block for $5.5 billion.

Much has been written about "The Great Wealth Transfer" that is expected to happen over the coming years as Baby Boomers pass their wealth to next generations. Both the estimates of what value is to pass, by inheritance or gift, and the timeline over which this is to happen vary widely.

Much has been written about "The Great Wealth Transfer" that is expected to happen over the coming years as Baby Boomers pass their wealth to next generations. Both the estimates of what value is to pass, by inheritance or gift, and the timeline over which this is to happen vary widely. 

Indian diamond merchant Savji Dholakia says the trust of family, staff welfare and environmental, social and governance values are his priorities in his $1.2 billion family business, with finance and growth the “by-products” of his lifelong enterprise.

Indian diamond merchant Savji Dholakia says the trust of family, staff welfare and environmental, social and governance values are his priorities in his $1.2 billion family business, with finance and growth the “by-products” of his lifelong enterprise.

Many articles or speeches about family businesses include a reference to the “three-generation rule,” which says that most don’t survive beyond three generations. But that perception could not be further from the truth.

Many articles or speeches about family businesses include a reference to the “three-generation rule,” which says that most don’t survive beyond three generations. But that perception could not be further from the truth.

Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

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