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Succession

March 1, 2007

Shaping a successful future for business-owning families means dealing with the specific dynamics between the interdependent spheres of family, business and assets. Once balance is achieved, an atmosphere of trust, consensus and satisfaction can follow

Shaping a successful future for business-owning families means dealing with the specific dynamics between the interdependent spheres of family, business and assets. Once balance is achieved, an atmosphere of trust, consensus and satisfaction can follow.

March 1, 2007

While “for-profit” philanthropy may seem like a new concept, it’s not. One German foundation has been at it for over 40 years, funding a diverse range of social programmes worldwide. Suzy Bibko learns how the Robert Bosch Stiftung became such an integral part of the Bosch Group and wider society

Suzy Bibko is editor of Families in Business.

March 1, 2007

The Asia-Pacific region has regained its footing following the financial crash of a decade ago. Yuelin Yang explains why now is the right time to found a FBN chapter in Singapore, and reports on the important issues of the day for the area’s family businesses

Yuelin T Yang is director of finance and corporate affairs, IMC Group.

Asia-Pacific is a diverse region that includes Australia, China and India at its fringes, and Singapore, Thailand, and Indonesia at its core. In common with Europe, the prevalence of family businesses in the region is 60–80%. We are currently introducing the idea of a family business association and are planning to launch an Asia-Pacific FBN chapter at September's Annual Family Business Summit in Berlin.

January 1, 2007

Don’t let those close to you delay your decision to retire and pass on the baton. Once the planning process is complete, says Tom Davidow, work together as a family and commit to the change – it can be a positive move for you, your family members and the business

Tom Davidow is founder and principal of Thomas D. Davidow & Associates, based in Brookline, MA.

Don't let those close to you delay your decision to retire and pass on the baton. Once the planning process is complete, says Tom Davidow, work together as a family and commit to the change – it can be a positive move for you, your family members and the business

September 1, 2006

Is passing the baton just a question of the transfer of management responsibility and away we go?

John Tucker  is director of the International Centre for Families in Business.

Is passing the baton just a question of the transfer of management responsibility and away we go?

September 1, 2006

Tom Davidow is founder and principal of Thomas D Davidow & Associates. Dr. Davidow has more than 20 years of experience working with family controlled enterprises. He is based in Brookline, MA.

September 1, 2006

Observers speculate that Fidel Castro’s brother Raul will usher in open markets, better foreign relations and a ‘nicer’ communist dictatorship for the Cuban people. This is one family business succession that could change everything – or nothing, finds Melanie Stern

Melanie stern is section editor of Families in Business.

Observers speculate that Fidel Castro's brother Raul will usher in open markets, better foreign relations and a 'nicer' communist dictatorship for the Cuban people. This is one family business succession that could change everything – or nothing, finds Melanie Stern

September 1, 2006

At 72 years of age, Nils Larson thought it was too soon to begin the transition of his family’s publishing house to the fourth generation.

At 72 years of age, Nils Larson thought it was too soon to begin the transition of his family's publishing house to the fourth generation. He believed no-one in the business was qualified to take over his duties as publisher and CEO. Despite the urgings of family members on the company's board, Mr Larson took solace in the fact that his good friend and general practice attorney, Fred Wertheimer, was not pressing him to act.

July 1, 2006

Jim, aged 66, is the founding entrepreneur of a successful manufacturing company, with annual sales of $200 million, and has gradually transferred ownership of the business to the second generation. All five siblings, each employed in the company, will eventually own 20% of the business. Apart from their comfortable home, local farmland and $500,000 invested conservatively, all the assets of Jim and his wife Beth have been re-invested in JB Enterprises.

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