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.
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.
Über den Autor
Harry Korine is a professor and consultant who advises business owners, board members and executives on leadership and value generation. He teaches corporate governance, global strategy and family business at the London Business School, the University of St. Gallen and INSEAD. He is based in Zurich, Switzerland.
Michael Hilb is founder of DBP Group and a board member of multiple organizations. He is a titular professor at the University of Fribourg and teaches strategy, entrepreneurship, corporate governance and family business at the Universities of St. Gallen and Zurich and Singapore Management University. He is based in Burgdorf, Switzerland.
Inhaltsverzeichnis
Chapter - 00: Introduction; Section - ONE: Trust maturity: Social psychology; Chapter - 01: From parent/child to adult peers: Level conversations; Chapter - 02: From obligation to aspiration: Reset expectations; Chapter - 03: From conflictual rivalry to negotiated accord: Apply fair process; Section - TWO: Capability appreciation: Strategic thinking; Chapter - 04: From legacy vs change to legacy & change: Reassess goals; Chapter - 05: From practice vs theory to practice & theory: Review structure; Chapter - 06: From internal vs external to internal & external: Rethink practices; Section - THREE: Role respect: Governance processes; Chapter - 07: From wait your turn to horses for courses: Defy convention; Section - 08: From dominant leadership to governance: Strengthen systems; Chapter - 09: From succession to co-evolution: Grow leaders; Section - FOUR: Navigating the transition: Action; Chapter - 10: Leadership practices: Promote the aspirational and uphold the foundational; Chapter - 11: Transformation initiatives: Launch, build momentum, embed and conclude; Chapter - 12: Learning opportunities: Understand, discuss, apply and share Chapter - 13: Epilogue
