Harry Korine teaches Corporate Governance at the London Business School and the University of St. Gallen, Global Strategy at INSEAD in Fontainebleau and Singapore and Family Business at all these institutions. As a professor and independent consultant, he engages with owners, board members, and executives to address questions of leadership and value generation. He has contributed articles towards Harvard Business Review, Financial Times, and Neue Zürcher Zeitung. He is based in Zurich, Switzerland.

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