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Strategy and operations aren't enough if relationships are worn out. Eva shares why emotions need to be on the agenda - and how they can become a strength in the owner family.
When siblings are both owners and colleagues, pay can be a sore point. Here's how transparency and clear agreements create peace in the family and in the boardroom.
Where do you draw the line between family life and business when the company takes over your everyday life? Eva shares her advice for business families who want to avoid damaging relationships.
Quotas for women on boards are problematic. But not as problematic as the consequences of not implementing them.
But we need to listen to them and not force a future in the company over their heads.
That's how I worried others would think of me when I became the head of the Norwegian branch of my family's company.
Hopefully, the answer is a resounding yes. Family businesses have a unique opportunity to execute long-term strategies that are 100 percent value-based.
Is your family business living its core values? Hopefully the answer is yes. Family businesses have a unique opportunity to execute long-term strategies that are 100% value-based.
It often takes many disciplines to run a successful business, so when a company needs advice, it's not surprising if the need includes input from several types of advisors.
It's a fact. Many family businesses have had serious internal strife within the owning family - and yet the business has survived.
This should be a premise when family businesses hire external managers to run and develop the company.
The answer may seem obvious. But then it's not so straightforward after all.
New article in Berlingske Tidende. This is what today's Berlingske says about my condition after the sale of the company Brunata, which my family and I sold for almost DKK 600 million.
You may disagree. But read what I have to say, and you'll probably end up agreeing with me.
Not the same as men, and not the same as what is on offer. At least not one-to-one. But I would still argue that women are not opting out of boards or the top positions that are the last link in the food chain to a board position.
The winds of change are blowing. A quota law on gender distribution on boards of directors may soon become a reality.
I don't.
No. Contracts are at least as important in family businesses as in other companies. A family member who is not contractually obligated to fulfill a well-defined role in the company can be difficult to manage.
"Why does she always have to steal the spotlight?" This question is nothing new. Even back when humans first began hunting aurochs, we worked in close-knit groups.
The question reflects a surprise I sometimes encounter in people who advise family businesses without knowing much about their specific characteristics.
This is important. You may be making financial progress in your business. Everything may seem to be running smoothly in your customer relationships. But even if you discussed your values a long time ago, there is no guarantee that they are still:
Hopefully, because they can both support and undermine the owner family.
Has your company helped Ukraine - and told us about it? Lego and Bestseller have done something. They have donated tens of millions of dollars to relief organizations that help war-affected Ukrainians.
There's no doubt about it.
Everyone who runs a family business should agree on this - and preferably before the confusion becomes a problem, as I have experienced it can be. The family dinner is an opportunity to talk on a personal level. It is NOT the right place to discuss decisions,
Explanation follows.
It is easy to imagine situations where not everyone in the owner family should have influence over the running of the family business.
It sounds dramatic. But after a generational change, where the new generation takes over management, this could be the result.
When family businesses experience crisis and conflict, they are often reluctant to invite advisors in.
Owner families should respect formal decision-making processes. Many family businesses have a board of directors and day-to-day management consisting of a mix of owner family members and individuals with no family ties to the business.
It's not literally written in a contract. However, when we have confidentiality at work, it also extends to our spouses.
Perhaps they don't say so. But for the heads of family businesses, it can be difficult to hand over the leadership role to the next generation.
You've probably heard that claim before.
We can make the family business attractive to the next generation. But that requires us to listen to them and not force a future in the company upon them.