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This paper answers frequently asked questions on how health care reform will affect companies with more than 50 employees. The report includes sections on options available to employers, penalties for non-compliance and the industries impacted the most.

In a family enterprise - particularly in a multigenerational family business - the company is often the dominant aspect of the family's identity. Adding a philanthropic track to the enterprise not only creates a significant return on investment in terms of the company's relationship with its customers and employees, but also can affirm the core values of the family.

Businesses worldwide are increasingly using social media networks to advertise and communicate with potential customers and constituents. Regardless of whether a business is using social media, its employees certainly are. Here are four reasons to establish rules for how employees use social media sites.

For many entrepreneurs, the experience of selling their business may involve a loss of identity and purpose, despite the financial security that usually accompanies the sale. This paper addresses the personal challenges entrepreneurs face during the transition as well as issues created by a significant change in the nature of their wealth, from illiquid and concentrated to liquid and multi-faceted.

A business transition plan should provide a good fit: for the business, for family members and for the owner. A transition road map also should provide clear instructions in the event of the owner's incapacitation or death – a sound reason to establish a plan sooner rather than later.

A significant number of family businesses eliminate family dynamics from the business equation, according to a survey. The researchers found significant differences between family-focused and business-focused family businesses in the complexity of the owners' lives, motivations to sell the business, and intent to use tax strategies to minimize taxes.

This paper considers some of the key risks warranting board of directors' attention in the next year and proposes practical steps to take in response to political risk and the role of emerging economies, supply chain risk and business resiliency, capital investment and project-related risk, cyber risk, and compliance and regulatory risk.

By making charitable contributions from within the family's closely held business, the potential donor can maximize the benefits of a charitable contribution and the value of the assets being contributed, structure the gift transaction to supplement the business owner's finances after the gift, and coordinate with succession planning for the business.

Parents who are concerned about family harmony after their deaths are wise to address the issues of estate equalization as a key element of their estate and business planning. Most of the problems that would create disharmony among their children can be handled with careful thought and with wills, trusts and business agreements that clearly dictate the legacy plan.

The time to consider the reinvestment risk of selling a family business is before, not after, the sale. A reinvention plan can help by taking into consideration the remaining ties to the business, estate and tax planning issues related to the sale, and personal reinvention for family members as they continue on without the business.