Family businesses fail when members overstep their roles
The lines between shareholder, director and executive must be clear
Add BT as a preferred source
FAMILY businesses seldom fail because of market competition, inflation pressures or a lack of opportunities. More often, it is because ownership, governance and management become blurred.
As many Asian family enterprises transition from founder-led businesses to second and third-generation control, understanding the distinctions between shareholders, directors and executives is no longer a governance formality. It is a business imperative.
This confusion may appear harmless at first.
TRENDING NOW
Asia-Pacific aviation: is up really the only way?
Russia’s ‘pivot to Asia’ takes a turn as it prioritises ties with isolated regimes over bigger economies
Why disciplined stewardship matters when managing wealth in uncertain markets
More than 15,000 sign up for national accounting body’s AI programme in two months
