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Family Business

Say Flanders, think research and technology. Belgium’s northern region is a well-known beacon of innovation. Its companies, research centres and knowledge institutions are at the basis of ground-breaking solutions in niches like digital, health and climate tech.

Say Flanders, think research and technology. Belgium’s northern region is a well-known beacon of innovation. Its companies, research centres and knowledge institutions are at the basis of ground-breaking solutions in niches like digital, health and climate tech.

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.

Agnelli family’s Exor linked to Armani, Zegna family lists luxury group via $3.2 billion SPAC, Les Wexner distances from L Brands with $2.2 billion share sale.

Agnelli family’s Exor linked to Armani, Zegna family lists luxury group via $3.2 billion SPAC, Les Wexner distances from L Brands with $2.2 billion share sale.

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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