Historically, professional advisors primarily focused on business-related matters, often overlooking the unique challenges and intricacies associated with managing a family-owned business. However, there is a noticeable shift toward seeking advice on non-business, yet equally important, aspects of family business.
Authors LeCouvie and Rhodes discuss key competitive differentiators, like family values and beliefs, that many family business enterprises enjoy in contrast to their publicly-held counterparts.
The First Bank Center for Family-Owned Businesses held the second part of their series on Using Culture to Accelerate Business Results. Dr. Allie Taylor with Orange Kiwi Consulting gave insight into strategies for creating intentional cultures despite unintentional, accidental, or hypothetical actions.
Join an exclusive webinar, hosted by the First Bank Center for Family-Owned Businesses, that dives into the shift in family business organizational culture that happens through intentional events, like succession, mergers, acquisitions, and leadership change as well as accidental events, like pandemics, death, divorce, and other outside factors that often create change. This is Part 1 of a two-part series.
In order for a business to be successful, an organization’s leadership often concentrates on the more common business side of the business, including the balance sheet, quarterly sales, and marketing strategies, as well as building a customer-centric culture.
Established in 1960, Hartwig, Inc., is a family-owned, multi-generational manufacturing solutions and support company.
Each generation brings different thoughts and skillsets to the proverbial table and, unfortunately, these don’t always align. Nearly every family has its fair share of issues that has caused rifts and ripples between family members. In some cases, these disputes can go on for months, or even years, over perceived hurts.