DR RANDEL S. CARLOCK is the Berghmans Lhoist Chaired Professor in Entrepreneurial Leadership and founding Director of the Wendel International Centre for Family Enterprise at INSEAD. He is a founder and former Chairman-CEO of a NASDAQ exchange listed corporation and also trained and qualified in psychotherapy at the London Institute of Psychiatry. He is internationally recognized for his research, teaching and advising on leadership, strategy, family relationships and governance.JOHN L. WARD is Clinical Professor and Co-Director of the Center for Family Enterprises at the Kellogg School of Management (Chicago, USA) where he teaches and researches strategic management, business leadership, and family enterprise continuity. He is an active researcher, speaker and consultant on succession, ownership, governance, and philanthropy. Ward is a Principal and Co-Founder of The Family Business Consulting Group, as well as a regular visiting lecturer at IMD (Lausanne, Switzerland), Hong Kong University of Science and Technology, Indian School of Business, and IESE (Barcelona, Spain). Ward graduated from Northwestern University (BA) and Stanford Graduate School of Business (MBA and PhD). Currently, he serves on the boards of four companies in the US, Canada and Europe. Ward is the author of many leading books on family business and, with Craig Aronoff, he authors a continuing collection of booklets The Family Business Leadership Series.

"The ideas in this new book worked with my family for the transition process to the 4th Generation. The important distinction between business strategy and family strategy, together with a rigorous development programme for the next generation were a key ingredient to our success' - Andrew Wates Former Executive Chair man Wates Group 'The book is fantastic. Family businesses are best when there is alignment throughout: among the family in its commitment to each other and the business, between the family and the business, and of the business to the external market. This book demystifies the complex task of strategic thinking and planning for the family and business systems.' - Yuelin T Yang, IMC Pan Asia Group Reviews for Strategic Planning for the Family Business: 'From small start-ups to giant multinationals, family owned businesses continue to dominate the world economy. This book provides advice on dealing with a host of emerging challenges, such as new technologies and global marketing, by integrating family values and dynamics into business plans and management.' Philadelphia Business Journal 'Strategic Planning for the Family Business is a very thoughtful and valuable book. It offers a superb kaleidoscope of the dynamics of the family business. Professors Carlock and Ward's notion of the Parallel Planning Process turns out to be a highly original and extremely effective way of diagnosing and intervening in such complex organizations. If I would find myself on a desert island with a family business (I agree that is quite a surrealistic thought), and was asked to help the various stakeholders, and could only resort to one book for guidance, this book would be my first choice.' - Manfred F.R. Kets de Vries, Raoul de Vitry d'Avaucourt Professor of Human Resource Management, Clinical Professor of Leadership Development, INSEAD, France& Singapore 'The leaders of business families and family businesses will find this book a precious tool as they confront the many challenges of planning for the family and the business. Carlock and Ward draw from their many years of experience as educators, consultants and board members to make the text stimulating, relevant and of practical utility. I forecast that Strategic Planning for the Family Business will remain a benchmark of best practice for many years to come.' - Alden G. Lank, President, Family Business Network and Stephan Schmidheiny, Professor of Family Enterprises Emeritus, IMD, Switzerland

• PART I: WHY GLOBAL BUSINESS FAMILIES NEED PLANNING Why Family Businesses can be the Best (or the worst): Strengths and Challenges The Parallel Planning Process for Family Enterprises Shared Values as the Foundation for Family Commitment PART II: FAMILY DRIVEN PLANNING Clarifying the Family's Shared Vision and Goals Developing the Family Talent and Leadership Ensuring Capable Ownership Family Governance: Decision Making for the Family PART III BUSINESS DRIVEN PLANNING Planning Business Strategy: Exploiting Strengths and Opportunities Aligning Business Strategy with the Family's Commitment Business Governance: The Role of the Board of Directors PART IV BECOMING A FAMILY ENTERPRISE The Next Generation of Family Entrepreneurs Beyond Business: The Family Enterprise Experience

DR RANDEL S. CARLOCK is the Berghmans Lhoist Chaired Professor in Entrepreneurial Leadership and founding Director of the Wendel International Centre for Family Enterprise at INSEAD. He is a founder and former Chairman-CEO of a NASDAQ exchange listed corporation and also trained and qualified in psychotherapy at the London Institute of Psychiatry. He is internationally recognized for his research, teaching and advising on leadership, strategy, family relationships and governance.JOHN L. WARD is Clinical Professor and Co-Director of the Center for Family Enterprises at the Kellogg School of Management (Chicago, USA) where he teaches and researches strategic management, business leadership, and family enterprise continuity. He is an active researcher, speaker and consultant on succession, ownership, governance, and philanthropy. Ward is a Principal and Co-Founder of The Family Business Consulting Group, as well as a regular visiting lecturer at IMD (Lausanne, Switzerland), Hong Kong University of Science and Technology, Indian School of Business, and IESE (Barcelona, Spain). Ward graduated from Northwestern University (BA) and Stanford Graduate School of Business (MBA and PhD). Currently, he serves on the boards of four companies in the US, Canada and Europe. Ward is the author of many leading books on family business and, with Craig Aronoff, he authors a continuing collection of booklets The Family Business Leadership Series.

"The ideas in this new book worked with my family for the transition process to the 4th Generation. The important distinction between business strategy and family strategy, together with a rigorous development programme for the next generation were a key ingredient to our success' - Andrew Wates Former Executive Chair man Wates Group 'The book is fantastic. Family businesses are best when there is alignment throughout: among the family in its commitment to each other and the business, between the family and the business, and of the business to the external market. This book demystifies the complex task of strategic thinking and planning for the family and business systems.' - Yuelin T Yang, IMC Pan Asia Group Reviews for Strategic Planning for the Family Business: 'From small start-ups to giant multinationals, family owned businesses continue to dominate the world economy. This book provides advice on dealing with a host of emerging challenges, such as new technologies and global marketing, by integrating family values and dynamics into business plans and management.' Philadelphia Business Journal 'Strategic Planning for the Family Business is a very thoughtful and valuable book. It offers a superb kaleidoscope of the dynamics of the family business. Professors Carlock and Ward's notion of the Parallel Planning Process turns out to be a highly original and extremely effective way of diagnosing and intervening in such complex organizations. If I would find myself on a desert island with a family business (I agree that is quite a surrealistic thought), and was asked to help the various stakeholders, and could only resort to one book for guidance, this book would be my first choice.' - Manfred F.R. Kets de Vries, Raoul de Vitry d'Avaucourt Professor of Human Resource Management, Clinical Professor of Leadership Development, INSEAD, France& Singapore 'The leaders of business families and family businesses will find this book a precious tool as they confront the many challenges of planning for the family and the business. Carlock and Ward draw from their many years of experience as educators, consultants and board members to make the text stimulating, relevant and of practical utility. I forecast that Strategic Planning for the Family Business will remain a benchmark of best practice for many years to come.' - Alden G. Lank, President, Family Business Network and Stephan Schmidheiny, Professor of Family Enterprises Emeritus, IMD, Switzerland

• PART I: WHY GLOBAL BUSINESS FAMILIES NEED PLANNING Why Family Businesses can be the Best (or the worst): Strengths and Challenges The Parallel Planning Process for Family Enterprises Shared Values as the Foundation for Family Commitment PART II: FAMILY DRIVEN PLANNING Clarifying the Family's Shared Vision and Goals Developing the Family Talent and Leadership Ensuring Capable Ownership Family Governance: Decision Making for the Family PART III BUSINESS DRIVEN PLANNING Planning Business Strategy: Exploiting Strengths and Opportunities Aligning Business Strategy with the Family's Commitment Business Governance: The Role of the Board of Directors PART IV BECOMING A FAMILY ENTERPRISE The Next Generation of Family Entrepreneurs Beyond Business: The Family Enterprise Experience