Based on a review of the literature and several in-depth case studies, this book suggests a strategy-as-practice framework for succession and explores leadership logic, trust and followership. This book takes the reader through the key stages and disciplines required for effective top-level succession. Corporations, growing entrepreneurial companies and family owners all must manage strong group dynamics and individual needs in a succession transition. This book includes a wide range of global client cases, including public sector organizations, corporations, entrepreneurial firms and family owners. Based on rigorous research and written in an accessible style with a focus on practical needs, readers will also be able to combine this analysis within disciplines of governance, leadership, strategy and organizational development. This book will be of interest to students at an advanced level, academics and reflective practitioners as well as executives at the top levels of businesses.

In most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, Family Capitalism, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities. The book explores how successful family businesses innovate and create Visionary Ownership, and implement it. Two crucial leadership capacities are introduced; Leadership of Paradox and Distributed Leadership. A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, leaders as well as scholars. The findings are from a best-practice research project with cases from China, USA, Germany, Colombia, Israel, Tanzania, France and Sweden. Applying strategy-as-practice theory shows how family owners, across different cultures and sectors, use generic ownership strategies and experiment, such as with cluster ownership and creating new ventures in succession.

Based on a review of the literature and several in-depth case studies, this book suggests a strategy-as-practice framework for succession and explores leadership logic, trust and followership. This book takes the reader through the key stages and disciplines required for effective top-level succession. Corporations, growing entrepreneurial companies and family owners all must manage strong group dynamics and individual needs in a succession transition. This book includes a wide range of global client cases, including public sector organizations, corporations, entrepreneurial firms and family owners. Based on rigorous research and written in an accessible style with a focus on practical needs, readers will also be able to combine this analysis within disciplines of governance, leadership, strategy and organizational development. This book will be of interest to students at an advanced level, academics and reflective practitioners as well as executives at the top levels of businesses.

In most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, Family Capitalism, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities. The book explores how successful family businesses innovate and create Visionary Ownership, and implement it. Two crucial leadership capacities are introduced; Leadership of Paradox and Distributed Leadership. A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, leaders as well as scholars. The findings are from a best-practice research project with cases from China, USA, Germany, Colombia, Israel, Tanzania, France and Sweden. Applying strategy-as-practice theory shows how family owners, across different cultures and sectors, use generic ownership strategies and experiment, such as with cluster ownership and creating new ventures in succession.