Emma Coombe

Keeping pace with transformation can be the difference between whether a family enterprise can endure across generations or not. Interestingly, our research has found that just 43% of family enterprise leaders globally say their organization is ahead of their competitors on innovation.

Keeping pace with transformation can be the difference between whether a family enterprise can endure across generations or not. Interestingly, our research has found that just 43% of family enterprise leaders globally say their organization is ahead of their competitors on innovation.

Keeping pace with transformation can be the difference between whether a family enterprise can endure across generations or not. Interestingly, our research has found that just 43% of family enterprise leaders globally say their organization is ahead of their competitors on innovation.

And only a further 43% say their leadership team feels prepared to address the threat of technological change at their family enterprise in the coming year. So Annie, what advice would you give to family enterprise leaders who are struggling with transformation?

And only a further 43% say their leadership team feels prepared to address the threat of technological change at their family enterprise in the coming year. So Annie, what advice would you give to family enterprise leaders who are struggling with transformation?

And only a further 43% say their leadership team feels prepared to address the threat of technological change at their family enterprise in the coming year. So Annie, what advice would you give to family enterprise leaders who are struggling with transformation?

So the key is finding that distinction between what is needed to transform. When leaders can separate strategic business changes from the fundamental identity of the family enterprise, it often removes a lot of the emotional barriers to progress.

So the key is finding that distinction between what is needed to transform. When leaders can separate strategic business changes from the fundamental identity of the family enterprise, it often removes a lot of the emotional barriers to progress.

So the key is finding that distinction between what is needed to transform. When leaders can separate strategic business changes from the fundamental identity of the family enterprise, it often removes a lot of the emotional barriers to progress.

For family enterprises struggling with transformation, in my experience, having an independent chair or independent non-executive directors can really make the world of difference. particularly if there's a non-family member as CEO. It means that a CEO isn't so isolated.

For family enterprises struggling with transformation, in my experience, having an independent chair or independent non-executive directors can really make the world of difference. particularly if there's a non-family member as CEO. It means that a CEO isn't so isolated.

For family enterprises struggling with transformation, in my experience, having an independent chair or independent non-executive directors can really make the world of difference. particularly if there's a non-family member as CEO. It means that a CEO isn't so isolated.

There's a conduit, a sounding board, a trusted independent advisor between them and the family members, and it can be a very effective construct. Justice, I'd like to turn back to you. Aside from innovation and transformation, what are the other critical leadership challenges that family enterprise leaders will need to confront to thrive across generations?

There's a conduit, a sounding board, a trusted independent advisor between them and the family members, and it can be a very effective construct. Justice, I'd like to turn back to you. Aside from innovation and transformation, what are the other critical leadership challenges that family enterprise leaders will need to confront to thrive across generations?

There's a conduit, a sounding board, a trusted independent advisor between them and the family members, and it can be a very effective construct. Justice, I'd like to turn back to you. Aside from innovation and transformation, what are the other critical leadership challenges that family enterprise leaders will need to confront to thrive across generations?

It's a critical part, Justice, of the service that we offer to clients. And it's understanding how to run a really thoughtful process where everybody feels considered, developed, listened to, that things can go smoothly. And when it comes to family enterprises, we know that each of them operates in a very unique way with unique relationships.

It's a critical part, Justice, of the service that we offer to clients. And it's understanding how to run a really thoughtful process where everybody feels considered, developed, listened to, that things can go smoothly. And when it comes to family enterprises, we know that each of them operates in a very unique way with unique relationships.

It's a critical part, Justice, of the service that we offer to clients. And it's understanding how to run a really thoughtful process where everybody feels considered, developed, listened to, that things can go smoothly. And when it comes to family enterprises, we know that each of them operates in a very unique way with unique relationships.

Independent advisors such as my brilliant colleagues can help these relationships and family harmony across generations while ensuring that businesses continue to thrive. I'd now like to introduce another guest into the Leadership Lounge to talk on this topic. Diego Esteban is a leadership advisor in Russell Reynolds Associates' Barcelona office. Diego, welcome to the Leadership Lounge.

Independent advisors such as my brilliant colleagues can help these relationships and family harmony across generations while ensuring that businesses continue to thrive. I'd now like to introduce another guest into the Leadership Lounge to talk on this topic. Diego Esteban is a leadership advisor in Russell Reynolds Associates' Barcelona office. Diego, welcome to the Leadership Lounge.