![angus319 angus319](https://eu-images.contentstack.com/v3/assets/bltabaa95ef14172c61/bltda2e2ac193d48a2f/6733edcdc1d53b1f93f78e2a/0319-TE_Angus.jpg?width=1280&auto=webp&quality=95&format=jpg&disable=upscale)
Family businesses are complex in many ways. They’re inevitably a mix of entrepreneurial spirit, family connections, business challenges and evolutionary processes spanning multiple dimensions all at once. Any lawyer, accountant, investment advisor or, most importantly, family business consultant, working with a family business needs a variety of frameworks, tools and perspectives from many disciplines to provide the best advice to a family business. Academics and practitioners have developed some useful frameworks to aid this process, but there still are too few. One area especially in need of attention relates to family business ownership. Too often, advisors make assumptions about key questions—who owns the business, how it’s held and ...
Unlock All Access Premium Subscription
Get Trusts & Estates articles, digital editions, and an optional print subscription. Choose your subscription now and dive into expert insights today!
Already Subscribed?