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survey

May 2, 2008

Families in Business asked the next generation to tell us their views on the future and how they see themselves and their family. Do you know what the next generation of your family really thinks about you and your business? Read on to find out…

Families in Business asked the next generation to tell us their views on the future and how they see themselves and their family. Do you know what the next generation of your family really thinks about you and your business? Read on to find out…

March 1, 2006

Campden Conferences and the BDO Centre for Family Business are launching the first of a series of surveys on international family values. Peter Leach and Juliette Johnson, of BDO, explain the rationale

Peter Leach is chairman of the BDO Centre for Family Business. Juliette Johnson is senior manager of the BDO Centre for Family Business. www.bdo.co.uk/cfb

Campden Conferences and the BDO Centre for Family Business are launching the first of a series of surveys on international family values. Peter Leach and Juliette Johnson, of BDO, explain the rationale

November 1, 2005

One-third of Australian family business leaders do not know who is going to take over the business when they retire. And a study also has revealed that more than a quarter of them do not have an exit strategy in place.

One-third of Australian family business leaders do not know who is going to take over the business when they retire. And a study also has revealed that more than a quarter of them do not have an exit strategy in place.

September 1, 2005

A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

John Ward is Wild Group professor of Family Business at IMD in Switzerland and professor of family enterprises at Kellogg School of Management. www.johnlward.com

A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

May 1, 2004

When PricewaterhouseCoopers launched its survey of Irish family businesses earlier this year it found the key threat to all family businesses was succession, and yet only 51% of Irish family bus­inesses have a formal succession plan in place. PwC’s Paul Hennessy and Dermot Reilly explain why

Paul Hennessy  is lead partner for Family Business Services at PricewaterhouseCoopers.
Dermot Reilly  is a partner at Pricewaterhouse­Coopers. For a full copy of the report visit www.pwc.com/ie/bws

When PricewaterhouseCoopers launched its survey of Irish family businesses earlier this year it found the key threat to all family businesses was succession, and yet only 51% of Irish family bus­inesses have a formal succession plan in place. PwC's Paul Hennessy and Dermot Reilly explain why

Ownership succession

March 1, 2004

Many a family firm has crashed and burned amid recrimination, but many remain the world’s most respected enterprises. So just what is the role of leadership and family culture in the chemistry of success and failure?

Nigel Nicholson is Professor of Organisational Behaviour at London Business School. Åsa Björnberg is Research Assistant at London Business School on the LIFBRI (Leadership in Family Business Research Initiative).
(This work is supported under ESRC grant  – RES-051-27-0086. For a more detailed report of the survey findings or further information contact the London Business School. www.london.edu/family_business/)

September 1, 2003

The European Private Banking Services Survey 2003 set out to examine the relationship between European private banks and family businesses, and reveal some of the strengths and weaknesses within.

Summary
The European Private Banking Services Survey 2003 set out to examine the relationship between European private banks and family businesses, and reveal some of the strengths and weaknesses within. From the results contained in this report, we hope to provide private banks with fodder to strengthen the link between what they offer families and what families say they want. Conversely, we hope the results will encourage families to question the service they currently receive with a view to maximising it.

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