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Our next CEO will be chosen based on capability.We’re professionalizing our leadership.In our company, board seats are earned.Statements like these are common in the realm of family-owned firms, signalling how strongly they value the language of merit.Yet the lived reality often tells a different story: appointments seem predetermined, performance standards become blurred and “fit with the family”

A father watches his older daughter patiently help her little brother tie his shoelaces. She doesn’t show off or give instructions; she’s simply there, helping him at his pace until he gets it right.This simple interaction captures something profound: in a family, love isn’t measured by how we feel but in what we do to promote other people’s growth. Love isn’t just affection: it’s a conscious deci

In a previous article, we analyzed the key hurdles faced by family businesses based on their life cycle. In this post, we’ll turn our focus to the challenges they encounter in their transition from the second to the third generation and beyond.The second generation: reorganizing ownership and managing divergent interestsAfter successfully navigating the transition from the first to the second gene

“Culture eats strategy for breakfast.” Even though this business quote is cited often, organizations still seem to struggle with making practical sense of it.For family-owned firms, investing in corporate culture is a strategically savvy move—and one that family businesses are uniquely positioned to make.Your secret sauce for strategic successHomepage image: Walls.io on Unsplash

As an executive leadership coach and development professional, I'm passionate about empowering leaders to not just succeed, but to truly maximize their impact. No matter the industry or the size of your organization, leadership effectiveness is key, and it starts with self-leadership. It's about setting a powerful example that elevates everyone around you. And at the heart of that you’ll find prod

READ THREATS TO SWITZERLAND. CFO TO CONSIDER ECONOMIC IMPACT ACTIONS; COMMUNICATION AND TRENDS

Family businesses are the backbone of many local and global economies as drivers of both employment and economic stability. However, categorizing them as a single, uniform group limits our understanding of the numerous complexities and nuances among them.Far from a homogeneous collective, family-owned firms can differ in fundamental ways that shape their governance, strategic decisions and overall

Last November, I offered some reflections regarding what family shareholders deserve from their family business. This article takes the opposite approach: what do family businesses deserve from their family shareholders? The answer is clear: responsible and efficient performance. As is often the case, this is easier said than done.Let’s start with the essence of family business: ownership is trans

The first meeting in 2026 will take place at Catolica Lisbon. The save the date is 23.1.2026

Dear All,Thomas and me work together since 2004. I am also teaching Finance in Family Firms at St. Gall. Have a look at some research we do at the University about Dynasties.YoursDr. Patricio Ohle

Far more than an abstract ideal, happiness a fundamental condition for both individual and collective success.Martin Seligman, a global authority in positive psychology, offers the PERMA model as the foundation of well-being, built upon five core components: positive emotions, engagement, relationships, meaning and accomplishment.As a professor specialized in human behavior within organizations, I

Much has been written about the challenges of separating personal and professional roles in family-owned firms, but instilling family values and leadership qualities begins even earlier.This article presents findings from a recent study of 119 successors serving as CEOs in their family firms and 145 employees working directly with them to identify which parenting style is most conducive to success

As family businesses transition across generations, a distinct type of shareholder emerges: one who only own shares while playing no role on its executive board or leadership team.The concept of responsible and committed ownership has increasingly gained traction in recent years, guided by the principle of stewardship. This vision underscores the critical need for shareholders to offer the stabili

Family Business Association supports FBX in Portugal

5 tips from CFOs on how to win the CFO seat: McKinsey Caiaimage/Caiaimage/Robert Daly via Getty ImagesDive Brief: An ambitious executive aiming to win a company’s CFO seat will sooner succeed by embracing five strategies, ranging from creating a compelling vision for the top finance job to rallying a diverse set of mentors with organizational clout, McKinsey said after distilling the advice f

Eine Frage an Sie Würden Sie den Newsletter «NZZ PRO Global» in Ihrem Freundes- und Bekanntenkreis weiterempfehlen? 0 1 2 3 4 5 6 7 8 9 10 0 = auf keinen Fall, 10 = auf jeden Fall   Lieber Herr Ohle Diese Woche blickt «PRO Global» verstärkt auf

Dear Allwe do a workshop about Innovation and the CFO. As you can see this in line with BCG report findings.  However they do not distiguish ownership types YoursPatricio

Comparing US and China and ROW

18.6.24University of Chicago in LondonAlso: Topic India