Australia and New Zealand’s Leading Family Business Advisers
Align the family and the business will follow
If you’re part of a family business, you should be well versed in the rules and etiquette of the family Christmas dinner table.
Written by Philip Pryor
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There are a number of intangible factors that strongly influence family business succession that every family business needs to consider.
Written by Philip Pryor
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Founders Syndrome needs to be discussed and addressed in order for family business succession to be successful. Here are our tips on dealing with the founder of family business.
Written by Philip Pryor
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Family farm succession is a complex topic that can see even the closest families break down if planning is not done properly. Here are some tips for balancing emotions and equity.
Written by Philip Pryor
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Managing emotions can be tricky – but the secret to success when mediating a family dispute is to enable constructive conversations among each family member.
Written by Philip Pryor
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One of the most important assets a family business should have is a family business charter, or family business constitution, to help protect relationships and profitability. Here’s what you need to do to create a successful family business constitution.
Written by Philip Pryor
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We firmly believe that family businesses, even relatively small ones, can benefit from a board of some sort and should seriously start to think about it. Here’s how an Advisory Board can transform your family business.
Written by Philip Pryor
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I’ve recently been involved in research efforts with the New Zealand Government to find out why succession rates are so woeful for family businesses around the world. There are a couple of things that I think will help enormously and should explain why family business succession planning is so important for family business.
Written by Philip Pryor
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Family businesses are best placed to survive economic downturns – and recover faster – than other businesses. Here are our top tips for family business success.
Written by Philip Pryor
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For women who are the CEO of their business, they are often the CEO and ‘The CEO’. They are the Chief Executive Officer and the Chief Emotional Officer. Thus they are the CEO²… in fact even if they are not the official CEO, they are usually still relied upon as the Chief Emotional Officer.
Written by Vivian Crick
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