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Succession within family enterprises is complicated by numerous factors—history, interpersonal relationships, power dynamics, emotions—that influence the beliefs and the objectives of interested parties. Our recent research of family enterprises (and their private counsel) clarifies that the founding and inheriting generations possess distinct views that further cloud the issues related to succession and can make it difficult to construct and execute plans to ensure the continuation of the family business, wealth and values.
Our research was part of a global survey we conducted with representatives of two types of family enterprises: single-family offices (SFOs) and family businesses. The respondents were senior executives and/or family m...
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