Perspectives of six individuals who have moved into new family office positions.
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One frequently overlooked vehicle for transmitting values is family wealth management. Although money has often been seen as a disruptive force in maintaining positive family values, families who have avoided this "dark side" of wealth have done so by developing a proactive program for wealth management instead of assuming that appropriate values toward money will just happen.
A profile of the Whittier Trust Company.
Interview with Zach Shipley, the vice president of finance for Oxbow Corporation, from his office in West Palm Beach.
Fox interview with Nan-b de Gaspe Beaubien in Montreal. In an effort to broaden our global perspective, this is our second look at internationally based family groups.
Julius Rosenwald, the organizational and merchandising genius responsible for the extraordinary growth of Sears, Roebuck & Co., had five children, the youngest of whom was William. When Julius passed away in 1932, he left a single organization which was responsible for the oversight and management of his children's affairs and assets. In 1946 William, who prefers to be called Bill, left that office to found his own organization.
Fox interview with Matthew Davidson (Kaplan family) and David Patterson (Choate family), from their of offices in New York City.
Fox interview with the Donahue family and Harry Sichi in Pittsburgh at Harry's office.
Family enterprises face an increasingly uncertain and risky world due to developments in the economy, geopolitics, financial markets, technology, and industry competition. In order to navigate this turbulent paradigm, family enterprises need to develop a culture of creativity and vitality that will allow them to adapt and eventually become a more resilient family. In addition, they can develop strategies to mitigate systemic risks.
We are living through a fundamental transformation in the way we work. Automation and 'thinking machines' are changing the skills workers need, while demographic changes promise a talent shortage, longer lifespans, and other significant shifts that will affect the workplace. These changes raise huge organizational and human resource challenges at a time when business leaders are already wrestling with unprecedented risks, disruption and political and societal upheaval.