Monthly Archives: July 2011

Does Murdoch give family business a bad name?

While I have to admit to not following the current scandal of the Murdoch Family and their businesses very closely, as an advisor to families in business I am sad to see this story, in part because of the very … Continue reading

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Family Business Advantage

by John L. Ward Professor Morgan Witzel of Exeter Business School wrote a fascinating critique of “scientific management” in the FT (July 18, 2011, p 11). In it he argued that “the passion for metrics” meant too little attention to … Continue reading

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Hiring for “Fit”

by John L. Ward Most family firms look to hire people who fit their special culture. It’s a distinct and invaluable family business advantage. There was a great example in the FT of July 18 (p 12). It was the … Continue reading

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How Boards Work in Brazil (Part 3)

by Stephanie Brun de Pontet & John L. Ward We surveyed 100 large, sophisticated family firms in Brazil, at a recent workshop we led for HSM.  Following is their board experience. What Type of Board? 40% have a family dominated … Continue reading

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What They Think in Brazil (Part 2)

by Stephanie Brun de Pontet & John L. Ward We continue to share the results of a survey of 100 significant family firms in Brazil which were part of a program hosted by HSM, a program we were very privileged … Continue reading

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Family Business Practices in Brazil (Part 1)

by Stephanie Brun de Pontet & John L. Ward We had the special pleasure of conducting a two-day workshop for HSM for 250 people from more than 100 significant Brazilian family firms. In this and subsequent web posts, we share … Continue reading

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Relating the Family and the Business in Brazil

by Stephanie Brun de Pontet & John L. Ward At a recent seminar we led in Brazil, hosted by HSM, and attended by 250 individuals from family firms based across that country, we found the following results in an anonymous … Continue reading

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CRITERIA FOR NEXT GENERATION DIRECTORS

by John L. Ward A very thoughtful family we know developed a family task force to develop the criteria and qualifications for next generation directors. More important than their conclusions, following, is their process: They interviewed current non-family directors and … Continue reading

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Family Business Leadership: Beyond the Business

Many business-owning families focus their attention on the transition of leadership in the business without thinking of what will happen in the family when the current family leaders are no longer present. For example, what will the siblings do to … Continue reading

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