Foresight

While most successful families consider heritage branding extremely beneficial, not everyone takes full advantage of this extraordinary marketing tool. According to statistics, only one-third of the top 100 family businesses focus on their brands as family-owned, even though purposefully highlighting your multi-generational story comes with a solid set of bonuses.

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The common misconception is that the family office asset management style only suits ultra-high-net-worth individuals and companies. But how about the less-high-net-worth ones? Here are a few suggestions on implementing top-notch financial management practices on a business of virtually any size to take a load off your staff and enhance productivity.

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All investments deliver impact. However, in order for a family office to really drive impact, they need to clearly define it and then propose how they plan on achieving it. An impact thesis gives family offices a higher chance of achieving the intended impact – both financial and non-financial – through a process of co-creation.

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Remaining relevant and competitive in a rapidly evolving marketplace is no mean feat. Whilst innovation methodologies and speed-to-market are fundamental business tactics, how do we ensure we’re solving the right kind of problems? Foresight and trend analysis provide us with the necessary tools to do so.

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Intergenerational succession represents a significant challenge to family business. Though a common problem, misalignment between generations needs to be addressed for businesses to thrive into the future. Emotional intelligence could well be the key to bridging the gap. We take a look at how mentorship – and increasingly mindfulness – are helping family businesses to cross the chasm.

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In an exercise reminiscent of “If a tree falls in the forest, does it make a sound?” imagine that tomorrow you go to your place of business but there’s no one at the front desk, no one at the phones, no one in IT, no one filing or filling orders, no one manufacturing or selling your widgets… If there’s no one to run it, would you have a company?

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Family businesses are built with a core vision that, which has continuity, renewal, longevity, and legacy of the enterprise in mind. These visions are oftentimes built around a specific competency or industry which is intimately tied to a family's identity. But in an ever-changing marketplace, how might family businesses embrace generalism for strategic advantage?

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The transition from a family business to a business family is not an easy one. Without a clear, strategically implemented plan to preserve both its wealth and legacy, the family faces a progressive dispersal of its assets. We outline the key factors that spark a transition from family business to business family – and offer advice on how to handle this.

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It would appear that some Family Offices are now showing a predilection for direct investing to diversify portfolios and build new equity investment. Whether investors are motivated by high returns or other factors, it begs one important question: how best to enter the deal flow slipstream?

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Imagine a seemingly healthy 35-year-old family member assumes the CEO position of a core global family enterprise. On the second day of his tenure, he sustains a cardiac arrest and dies immediately. Could the risk of his tragic death have been mitigated using currently available actionable DNA medical science of genomics? The answer is resoundingly yes.

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