The Aspen Family Business Group often talks about the crucial role of values and vision in building and growing a multigenerational family business. They are essential tools especially in challenging times. Today’s news calls for a fresh look at values and vision. And, today’s look is both personal and geopolitical, of the present and looking back a hundred years.
Jonathan Magidovitch
Family business Thinking Column posts by Jonathan Magidovitch
When we say miracles happen, we are saying something of this world, something real and often even measurable.
In family business we often stand at crossroads. In these moments we seek guidance which, broadly speaking, comes from realms of the spiritual and of the empirical. Here, we focus on the spiritual.
In family business we often stand at crossroads. In these moments we seek guidance which, broadly speaking, comes from realms of the spiritual and of the empirical. Here, we focus on the spiritual.
In Best Practices for Families in Business: Part 3, we discuss catastrophe planning, succession planning and ownership planning.
In Best Practices for Families in Business: Part 2, we discuss job descriptions, performance management, strategic planning and advisors.
In this column we focus on five of the Best Practices: having a shared vision, embracing shared values, engaging in productive dialogue, understanding the roles and responsibilities of owners, and building trust.
The New Normal; if it’s new, it’s not normal. Yet, even in tumult, humans want normalcy. This is where good Family Business practices come in.
Every family in business has its way of knowing what it knows, its own epistemology. Knowledge could be for some a hunch, for others a market analysis. Every family also has its means of engaging its members with that knowledge. That base of knowledge is the foundation on which communication is built. It’s common ground on which grows common language.