Imagine this scenario: for the first time in its history, a family business is considering appointing a non-family CEO. An initial question might be: Is the family ready for this next stage? But this question might be too broad. Owners may agree that they want to keep the company in the family for generations, yet […]
Power, leadership, management or culture: not every tool works for every problem
Last week we examined the foundations of the four rooms model in family business and why addressing a specific issue in the right room is so essential. In today’s installment, we’ll add another layer to this framework: the valuable tools proposed by the renowned scholar Clayton Christensen. Christensen’s diagnostic starts with two key questions Finding […]
Four rooms, four matrices: choosing the right tools for change in family business
Family businesses are rarely at a loss for tools. They can establish a board of directors, redesign incentives, bring in an outside CEO, draft a family protocol, convene a family council or call in a mediator. The real challenge lies elsewhere: how do you know which tool to use, where to use it and when? […]
From the Rhine to the Rift Valley: family business lessons from Ethiopia
Ermias Mebrate Mengistu leads the IESE Africa Initiative, launched in 2009 to promote Africa-focused research, programs, exchange modules and faculty development on the continent. On an April morning in Addis Ababa, a group of Ethiopian family business leaders gathered at WeVenture Hub. There was no podium or formal presentation—just coffee and a guest with an […]
When the family grows faster than the business
For years, succession has been viewed as the primary hurdle in family businesses. But today, many business families face a different challenge. The issue is no longer finding talent—inside or outside the family—but managing the growth of the family itself. As generations advance, the family often grows at a faster pace than the business. What starts […]
What should we fix first: the business or the family?
When family-owned companies—where ownership and management often overlap—face years of weak results, rising debt and tight cash flows, owner families have little choice but to act. Focusing on the business is a common trap—the real issue often lies within the owning family. Key causes include: A lack of strategic thinking and a clear long-term vision […]
When trust breaks down: employee disputes in family firms
Co-author: Uzay Sezer This article was co-written by Uzay Sezer. Holder of a PhD in Business Administration and Management from Università Bocconi, his research explores family firms, corporate governance and incentive designs. On March 16, IESE’s Madrid campus welcomed renowned scholars, business leaders and investors for the 2026 IESE CCG-ESGI Conference, “Family Firms: Purpose, Economic Performance […]
Deloitte “Defining the family business landscape” report
A recent Deloitte survey of 1,587 senior leaders from family-owned firms with at least USD 100 million in revenue provides compelling insights on their approach to growth, governance and long-term sustainability. The report also draws on interviews with 30 experienced leaders, who share how their family firms are navigating uncertainty and planning for the future. […]
Integrated family capital: the four pillars of genuine wealth
Guest collaborator: Pedro Vázquez Pedro Vázquez is an associate professor of business policy, academic director of the Center for Family Business, and holder of the Chair of Organizational Governance at IAE, located in Buenos Aires, Argentina. When the topic of business families arises, the conversation almost invariably turns to money: How much is the company […]
How to foster a family culture grounded in love and service
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 […]
