The major concern of family enterprises— whether in the first, second or even third generation—is how to plant the seeds for continuity over subsequent generations. One of the most common ways that family enterprise leaders do this is to appoint younger family members to the board as a means of honing and testing their leadership potential and revitalizing the business. But simply appointing the next generation to the board isn’t enough. Setting the next generation up to learn and grow as
All access premium subscription
Please Log in if you are currently a Trusts & Estates subscriber.
If you are interested in becoming a subscriber with unlimited article access, please select Subscription Options below.
Questions about your account or how to access content?
Contact: [email protected]
