Balance legacy with transformation with this guide to leading and developing a family business through effective multigenerational collaboration.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Harry Korine is a professor and consultant who advises business owners, board members and executives on leadership and value generation. He teaches corporate governance, global strategy and family business at the London Business School, the University of St. Gallen and INSEAD. He is based in Zurich, Switzerland. Michael Hilb is founder of DBP Group and a board member of multiple organizations. He is a titular professor at the University of Fribourg and teaches strategy, entrepreneurship, corporate governance and family business at the Universities of St. Gallen and Zurich and Singapore Management University. He is based in Burgdorf, Switzerland.
Inhaltsangabe
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
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
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