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Leading the Family Business Through Succession examines leadership and succession in family business, showing how current and next generation members can develop the business side by side. It challenges the traditional, hierarchical model of leadership and succession in family business, showing that this approach is no longer aligned to modern organizational needs. Instead, this book examines how current and next generations can bridge the gap and co-evolve as peers for a significant stretch of time. It outlines leadership practices families can employ to navigate the transition towards new ways of working together and how generations can collaborate to address the myriad challenges and opportunities affecting businesses today, balancing legacy and transformation. This book is informed by methodologies tried-and-tested in years of MBA and executive-level teaching at business schools such as INSEAD, St Gallen and London Business School. Taking a global approach and drawing on cutting edge insights and research, it provides case studies and examples featuring family businesses from around the world, such as Europe, the Americas, the Far East and the Middle East, highlighting how different family businesses can learn from each other. It is ideal for MBA and executive level courses on family business and will also be of interest to family business leaders, advisors and managers.
List of contents
Chapter - 00: Introduction; Section - ONE: Trust maturity: Social psychology; Chapter - 01: From parent/child to adult peers: Level conversations; Chapter - 02: From obligation to aspiration: Reset expectations; Chapter - 03: From conflictual rivalry to negotiated accord: Apply fair process; Section - TWO: Capability appreciation: Strategic thinking; Chapter - 04: From legacy vs change to legacy & change: Reassess goals; Chapter - 05: From practice vs theory to practice & theory: Review structure; Chapter - 06: From internal vs external to internal & external: Rethink practices; Section - THREE: Role respect: Governance processes; Chapter - 07: From wait your turn to horses for courses: Defy convention; Section - 08: From dominant leadership to governance: Strengthen systems; Chapter - 09: From succession to co-evolution: Grow leaders; Section - FOUR: Navigating the transition: Action; Chapter - 10: Leadership practices: Promote the aspirational and uphold the foundational; Chapter - 11: Transformation initiatives: Launch, build momentum, embed and conclude; Chapter - 12: Learning opportunities: Understand, discuss, apply and share Chapter - 13: Epilogue
About the author
Harry Korine teaches Corporate Governance at the London Business School and the University of St. Gallen, Global Strategy at INSEAD in Fontainebleau and Singapore and Family Business at all these institutions. As a professor and independent consultant, he engages with owners, board members, and executives to address questions of leadership and value generation. He has contributed articles towards Harvard Business Review, Financial Times, and Neue Zürcher Zeitung. He is based in Zurich, Switzerland.Michael Hilb is founder of DBP Group, chair of the Board Foundation and a member of multiple corporate, foundation, and advisory boards. He is a Titular Professor at the University of Fribourg, Switzerland and teaches strategy, entrepreneurship and corporate governance at several universities in Asia and Europe. Previously, he led group strategy and digital business of $11 billion company DKSH, where he and his team built a profitable pan-Asian digital business in eight markets.
