Managing a Family Business
Is Your Family Business Giving Women the Short End of the Stick? Here's How to Recognize and Combat Discrimination.
The last place women might expect to experience discrimination is within their family business. But research shows it's a significant problem. Here's how to recognize and combat it in your business.
While conventional wisdom discourages small business owners from hiring members of the same family, there are actually smart and strategic reasons to do so — but there are still drawbacks to consider. Here's what you should know about hiring employees who are family members.
It can be tempting to assume the next generation is ready to take over your company and allow you to enjoy your twilight years, but you must ensure they have time to develop skills and realize their identity.
There are a number of very good reasons why your children should not inherit your business.
The hit show is just the frosted tip of what Carlo's Bakery has grown to be.
Adding family to your business plan may seem like a no-brainer, but it can often lead to poor decisions and conflicts. Follow this guide for involving family in your business.
The personal and professional are never entirely separate. But learning how to balance the two can make for a lasting, successful business. Ask the folks who run businesses with the people they know best.
While working with family can be rewarding for many reasons, it can also be hard to separate personal from professional lives. Here are a few key best practices and skills that will help you maintain a neutral work environment and avoid familial conflict.
Clarity, autonomy, empowerment and trust are critical to success.
In such strictly hierarchical family units, it is uncommon to see non-family employees in leadership or management roles such as CEO, COO or CFO
Right from strategic planning, budgeting to performance reviews and building teams have to be learnt
Learn how to successfully navigate family business dynamics and build businesses that excel.
Very visibly the transitioning is seen in structure, processes and systems with many firms becoming globally competitive too
In 1980, Nalli became the first textile retailer to use barcodes and computerized billing systems. This revolutionary move paved way for ease of doing business and for serving the customers better
Rama Kirloskar's expertise in driving the go-to-market strategy, product value management and restructuring for the mass production business; material grade rationalization and streamlining for the foundry business and product rationalization for the made-to-order business makes her stand out of the crowd