Foresight

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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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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HBO’s mega-series Succession follows the decaying empire of a dysfunctional media family - a template on precisely how not to run your family office. Here are five lessons that we can learn from Succession, before putting them into practice in the process of running family offices.

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Globalisation, digital transformation and climate change have transformed the way we live, work and conduct business today. Inheriting this radically transformed world are the millennials, a new generation with distinct priorities from their baby-boomer predecessors. Their north star? Purpose.

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The next generation today must influence a range of stakeholders if they are to be effective change agents. Family enterprises are facing a 21st-century volatile, uncertain, complex, and ambiguous (VUCA) world that has given rise to a new style of leadership. We explore how the next generation can embrace a persuasive leadership style in order to be effective change-makers and propel the family enterprise into the future.

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A changing set of realities, norms and values are underway in the face of an accelerating climate crisis. Within the family wealth space, the next-generation are particularly attuned to these changes and placing demands on family business leaders to act. A new family governance method which targets a family’s collective unconscious could be the key to successful intergenerational transition.

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Only 3% of family-owned businesses survive until the fourth generation and beyond. There appears to be a cross-generational disconnect with family owned business succession. We explore past and present trends and cast a glance to the future regarding successful planning to help ensure legacies live on and thrive.

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For many family offices, succession is the most complex and significant challenge faced over the course of their life cycle. Next-generation engagement is fundamental in ensuring that their legacy continues well beyond their tenure. Here are five approaches to aid next-gen engagement.

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