Growing up in a family business environment often rubs off on the younger generations, with some making the decision to start their own business instead of joining the family enterprise. Toward that end, getting help while staying true to their own ideas requires balance. Here are four steps that will help launch their independent business venture while continuing their family’s entrepreneurial legacy.
Family Journey
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Every family’s succession journey is unique, and the change can feel uncomfortable. To help navigate that transition in leadership, 32 former family office CEOs offer their succession stories with the intent of sharing their advice and lessons learned to light the path for those for whom such a transition may be on the horizon. Along with the important lessons learned are helpful resources that include a sample succession plan.
The new year brings unique opportunities for families and their offices, but it can also create new obstacles to navigate. FOX has identified three dominant themes that will drive disruption and opportunity for families of wealth, their family offices, and their professional advisors.
The 3Ts: Critical Forces Disrupting Our Future
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The new year brings unique opportunities for families and their offices, but it can also create new obstacles to navigate. FOX has identified three dominant themes that will drive disruption and opportunity for families of wealth, their family offices, and their professional advisors. We call them the “3Ts” – transitions, talent, and technology.
2022 FOX Foresight - Families of Impact
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The concept of impact isn’t new, and in recent years has been discussed considerably from an investment and philanthropic perspective. But at FOX we believe “impact” can have a broader meaning, based on how each unique family defines it. While that can vary widely, the families themselves are similar in their ability to think strategically, embrace risk-taking, and align their vision and values.
Family Meeting Handbook
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This handbook is designed to support families connected through wealth understand the importance and value of family meetings. It provides the concepts, tools, and resources with the intention of helping them optimize their family meetings and build towards a more cohesive, resilient, adaptive family.
Creating Value Through Good Governance: How to Balance What is Right for the Business and For the Family
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Choosing the right governance practices in a family business is a critical ingredient for its long-term sustainability. This report—the third in a series of four on family business succession—examines the many layers of family and business governance systems and mechanisms and the ways in which the evolving principles of good governance create value for both the business and the family. If you missed the other three reports in the series, you will find them here:
When Governance Grows Beyond a Family Business: Defining the Enterprise Governance Process
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Enterprise families are unique because they share ownership and stewardship of more than just family businesses. In addition to co-owning operating companies, they are the guardians of family legacy, family trusts, shared philanthropy, and joint properties. As leadership moves from founders to siblings to cousins and family priorities change, the decision-making structures must evolve to stay relevant.
At some point, your family wealth may be so complex, or a significant transition happens that starts a process to form an independent family office outside of the business. Whatever the reason, separating family wealth management from the business should be considered an evolutionary process and starts with your family gaining consensus to establish an independent office or use outside partners.
Private Wealth vs. Family Wealth: A Holistic Approach to Sustaining Generational Wealth
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Family wealth encompasses more than the financial capital of the family. From a multi-generational and family sustainability perspective, it’s about thinking beyond the private wealth and incorporating a holistic approach that prepares the human capital, enhances the intellectual capital, and builds the appropriate governance framework. This shift in thinking and practice will foster clearer communication among family members, stronger family cohesiveness, and well-prepared heirs who are better positioned to govern the family enterprise.