Leading the Family Business Through Succession
How Different Generations Create Value Together
- 256 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Leading the Family Business Through Succession
How Different Generations Create Value Together
About this book
Leading the Family Business Through Succession examines leadership and succession in family business, showing how current and next generation members can develop the business side by side. It challenges the traditional, hierarchical model of leadership and succession in family business, showing that this approach is no longer aligned to modern organizational needs. Instead, this book examines how current and next generations can bridge the gap and co-evolve as peers for a significant stretch of time. It outlines leadership practices families can employ to navigate the transition towards new ways of working together and how generations can collaborate to address the myriad challenges and opportunities affecting businesses today, balancing legacy and transformation. This book is informed by methodologies tried-and-tested in years of MBA and executive-level teaching at business schools such as INSEAD, St Gallen and London Business School. Taking a global approach and drawing on cutting edge insights and research, it provides case studies and examples featuring family businesses from around the world, such as Europe, the Americas, the Far East and the Middle East, highlighting how different family businesses can learn from each other. It is ideal for MBA and executive level courses on family business and will also be of interest to family business leaders, advisors and managers.
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Information
Table of contents
- List of figures
- Introduction – Leading the family business through succession: How different generations create value together
- PART ONE Trust maturity: Social psychology
- 01 From parent/child to adult peers: Level conversations
- 02 From obligation to aspiration: Reset expectations
- 03 From conflictual rivalry to negotiated accord: Apply fair process
- PART TWO Capability appreciation: Strategic thinking
- 04 From legacy vs change to legacy and change: Reassess goals
- 05 From practice vs theory to practice and theory: Review structure
- 06 From internal vs external to internal and external: Rethink practices
- PART THREE Role respect: Governance processes
- 07 From wait your turn to horses for courses: Defy convention
- 08 From dominant leadership to governance: Strengthen systems
- 09 From succession to co-evolution: Grow leaders
- PART FOUR Navigating the transition: Action
- 10 Leadership practices: Promote the aspirational and uphold the foundational
- 11 Transformation initiatives: Launch, build momentum, embed and conclude
- 12 Learning opportunities: Understand, discuss, apply and share
- Epilogue
- Notes
- Index