Publications
May 20, 2016
Weekly Report 16-21
BUSINESS ‘CULTURE’ IS ABOUT AN ORGANIZATION’S VALUES AND BEHAVIORS which collectively define how things get done. Absence of a defined culture, at best, limits performance optimization; in merger or acquisition transactions, incompatible culture is often a principal cause for implosion. Boston Consulting Group recently assessed twenty M&A deals, including companies in the same industry, to... Continue
May 16, 2016
Weekly Report 16-20
THE FAMILY-BUSINESS SUCCESSION LAYER OF ESTATE PLANNING IS FAR MORE COMPLICATED than most business owners contemplate, involving several sets of stakeholders with different expectations: owners, family, family-owners, family-staff, staff-owners, and key managerial staff. Two-thirds of family-owned businesses never make it into the 2nd generation (and 85% are gone by the 3rd) for reasons starting with... Continue
May 7, 2016
Weekly Report 16-19
FAMILY-OWNED BUSINESSES ARE SELDOM MANAGED in a manner compliant with best business standards and practices – mostly because controlling owners find it uncomfortable to balance their multiple roles; family members have expectations, envy, ego, insecurities or entitlement issues; communication is often stifled by emotional entanglements; and/or all of the above. So creating business efficiencies and... Continue
April 29, 2016
Weekly Report 16-18
DISASTER OR CRISIS IS SELDOM ON THE STRATEGIC PLANNING AGENDA, but how prepared a business (or family) really needs to be is arguable only by those who haven’t experienced it. Taking the time to assess & define business risk requires a hard look at vulnerabilities by conducting an honest assessment of company personnel, internal weaknesses,... Continue
April 24, 2016