A. Schuman – författare

Career development is often neglected in family firms, yet it is essential to the continuous process of building leadership capacity for the future.  A well-planned and effective career-development process enables individuals meet the strategic challenges of the future. This guide enables family businesses to shed their "sink or swim" attitudes and foster the development of highly skilled leaders for succeeding generations of success.

Family education is a both a learning and team-building process. This book guides owners through the education process - from determining when to bring your family into the business, and how to train them, to what they could and should do outside the firm first - so they can bring outside experience into the family firm.

Rather than having to choose between the family and the business, the authors argue that if family-owned businesses can consciously manage and over time, perhaps, synthesize these contradictions, the Family Enterprise will have a long-term strategic and competitive advantage and the family will remain committed to continuity.

Rather than having to choose between the family and the business, the authors argue that if family-owned businesses can consciously manage and over time, perhaps, synthesize these contradictions, the Family Enterprise will have a long-term strategic and competitive advantage and the family will remain committed to continuity.

Career development is often neglected in family firms, yet it is essential to the continuous process of building leadership capacity for the future.  A well-planned and effective career-development process enables individuals meet the strategic challenges of the future. This guide enables family businesses to shed their "sink or swim" attitudes and foster the development of highly skilled leaders for succeeding generations of success.

Family education is a both a learning and team-building process. This book guides owners through the education process - from determining when to bring your family into the business, and how to train them, to what they could and should do outside the firm first - so they can bring outside experience into the family firm.