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entrepreneurship

November 23, 2021

Two-headed leadership can be defined as the capacity or art of leading a joint venture with two leaders who have equal conditions with respect to responsibility and participation in terms of decision-making power.

Two-headed leadership can be defined as the capacity or art of leading a joint venture with two leaders who have equal conditions with respect to responsibility and participation in terms of decision-making power.

Two-headed leadership is often the formula chosen by second and third generations to oversee and run a family company. However, for this type of joint leadership to work effectively, specific attributes are required that tend to be uncommon in family organisations.

November 4, 2021

While many might consider history as just something that happened in the past, it is found in our research to have the potential to create important competitive advantages for family businesses and even new entrepreneurs.

“Spanning almost a hundred years, the story behind this restaurant [is told in] the lives of three generations of remarkable Chinese women. Their extraordinary journey takes us from the brutal poverty of village life in mainland China, to newly prosperous 1930s Hong Kong and finally to the UK. Their lives were as dramatic as the times they lived through.” – Sweet Mandarin.

October 13, 2021

Exclusive proposals for early-stage healthcare companies fund, a novel esophagus therapy, a hybrid-electric airship and sustainable investments in water conservation will be heard by qualifying family offices and private investors at the latest virtual Campden Wealth Funds and Direct Investments Event on 21 October.

Exclusive proposals for early-stage healthcare companies fund, a novel esophagus therapy, a hybrid-electric airship and sustainable investments in water conservation will be heard by qualifying family offices and private investors at the latest virtual Campden Wealth Funds and Direct Investments Event on 21 October.

Each of the four investment opportunities will be introduced in 15-minute slots to all family offices and investors online who will be able to ask questions and discuss the potential returns.

August 16, 2021

For an innovative investment to pay off, the pieces of the research and development puzzle need to fall into place perfectly—especially in life sciences and MedTech.

For an innovative investment to pay off, the pieces of the research and development puzzle need to fall into place perfectly—especially in life sciences and MedTech.

In Flanders, the northern region of Belgium, you’ll find all the required ingredients: companies that adapt quickly and work together, academic institutions and research centres that support the ambitions of entrepreneurs, government agencies that think with and support the world of business in a hands-on way. It’s all available in a compact and dense knowledge network.

July 27, 2021

Say Flanders, think research and technology. Belgium’s northern region is a well-known beacon of innovation. Its companies, research centres and knowledge institutions are at the basis of ground-breaking solutions in niches like digital, health and climate tech.

Say Flanders, think research and technology. Belgium’s northern region is a well-known beacon of innovation. Its companies, research centres and knowledge institutions are at the basis of ground-breaking solutions in niches like digital, health and climate tech.

Through its worldwide Science and Technology Offices, Flanders Investment and Trade helps Flanders build bridges of knowhow and innovative strength across the globe—and you can reap the rewards, too.

April 30, 2021

The impact of Covid-19 was felt almost immediately in most industries and regions of the world. We believed that the first indicator of the impact of Covid-19 on family and non-family businesses would be reflected in their revenue and that proved to be correct.

The impact of Covid-19 was felt almost immediately in most industries and regions of the world. We believed that the first indicator of the impact of Covid-19 on family and non-family businesses would be reflected in their revenue and that proved to be correct.

March 26, 2021

Family and legacy go hand in hand and most families in business have a desire to connect and contribute to sustaining their legacy across the generations. One way we do this is by sharing and maintaining the things we value, such as important traditions, milestones, personal histories and the family’s beliefs and principles.

Family and legacy go hand in hand and most families in business have a desire to connect and contribute to sustaining their legacy across the generations. One way we do this is by sharing and maintaining the things we value, such as important traditions, milestones, personal histories and the family’s beliefs and principles.

January 26, 2021

Most family fortunes were forged thanks to a founding entrepreneur and their successors who managed to uphold their legacy over the generations. The entrepreneurial tale of the founder is often passed down proudly from generation to generation. However, it is also common to see the successor generations concentrate so much on the core business that they sometimes lose the very entrepreneurial drive that gave rise to their family business in the first place.

Most family fortunes were forged thanks to a founding entrepreneur and their successors who managed to uphold their legacy over the generations. The entrepreneurial tale of the founder is often passed down proudly from generation to generation.

However, it is also common to see the successor generations concentrate so much on the core business that they sometimes lose the very entrepreneurial drive that gave rise to their family business in the first place.

January 6, 2021

In a recent family business event, a couple of young family business owners were asking questions around their role, finding their place and their individual voice. Questions motivated by their respective positions as heirs, beneficiaries, descendants, inheritors and ‘next-in-line’.

In a recent family business event, a couple of young family business owners were asking questions around their role, finding their place and their individual voice. Questions motivated by their respective positions as heirs, beneficiaries, descendants, inheritors and ‘next-in-line’.

Any one of these descriptions are representative of considerable responsibilities and accepted norms. Taken together, they represent the range and depth of the obligations, paths and expectations which together are captured in one word: successor.

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