Balance legacy with transformation with this guide to leading and developing a family business through effective multigenerational collaboration.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Harry Korine teaches Corporate Governance at the London Business School and the University of St. Gallen, Global Strategy at INSEAD in Fontainebleau and Singapore and Family Business at all these institutions. As a professor and independent consultant, he engages with owners, board members, and executives to address questions of leadership and value generation. He has contributed articles towards Harvard Business Review, Financial Times, and Neue Zürcher Zeitung. He is based in Zurich, Switzerland.
Inhaltsangabe
Chapter 00: Introduction; Section ONE: Trust maturity: Social psychology; Chapter 01: From parent/child to adult peers: Level conversations; Chapter 02: From obligation to aspiration: Reset expectations; Chapter 03: From conflictual rivalry to negotiated accord: Apply fair process; Section TWO: Capability appreciation: Strategic thinking; Chapter 04: From legacy vs change to legacy & change: Reassess goals; Chapter 05: From practice vs theory to practice & theory: Review structure; Chapter 06: From internal vs external to internal & external: Rethink practices; Section THREE: Role respect: Governance processes; Chapter 07: From wait your turn to horses for courses: Defy convention; Section 08: From dominant leadership to governance: Strengthen systems; Chapter 09: From succession to co evolution: Grow leaders; Section FOUR: Navigating the transition: Action; Chapter 10: Leadership practices: Promote the aspirational and uphold the foundational; Chapter 11: Transformation initiatives: Launch, build momentum, embed and conclude; Chapter 12: Learning opportunities: Understand, discuss, apply and share Chapter 13: Epilogue
Chapter 00: Introduction; Section ONE: Trust maturity: Social psychology; Chapter 01: From parent/child to adult peers: Level conversations; Chapter 02: From obligation to aspiration: Reset expectations; Chapter 03: From conflictual rivalry to negotiated accord: Apply fair process; Section TWO: Capability appreciation: Strategic thinking; Chapter 04: From legacy vs change to legacy & change: Reassess goals; Chapter 05: From practice vs theory to practice & theory: Review structure; Chapter 06: From internal vs external to internal & external: Rethink practices; Section THREE: Role respect: Governance processes; Chapter 07: From wait your turn to horses for courses: Defy convention; Section 08: From dominant leadership to governance: Strengthen systems; Chapter 09: From succession to co evolution: Grow leaders; Section FOUR: Navigating the transition: Action; Chapter 10: Leadership practices: Promote the aspirational and uphold the foundational; Chapter 11: Transformation initiatives: Launch, build momentum, embed and conclude; Chapter 12: Learning opportunities: Understand, discuss, apply and share Chapter 13: Epilogue
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