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Bringing in an external leader can help a family business grow, but only if roles, trust, and expectations are clear. Without structure, even the best hire can struggle to succeed.
Being family-owned is not the same as being well-managed. Founders aren’t know-it-all superheroes — and when they hold on to their management role for too long, they risk becoming a liability to their own legacy. And let’s start addressing the issue with putting a stop to glorifying the word “family” used as a management metaphor. It often does more harm than good.
Every day, we are seeing new, mind-blowing news about AI! New models. Faster chips. AI assistants that speak, help us think, and even co-create solutions with us. It’s no longer a question of if we’re entering a new era — the revolution is already happening, right in front of our eyes.
Most buy & build strategies stumble not at the deal stage, but in what comes after. Turning a portfolio into a platform requires more than financial integration. It demands a clear operating model, shared logic, and leaders who know how to scale together. This article breaks down what that looks like, where it goes wrong, and how to fix it.
In every senior leadership role, there’s a moment when the message isn’t inspiring — it’s difficult. Layoffs. Missed targets. Strategy changes. Budget cuts. Resignations. Bad news comes with the job. But how you deliver that message — and how you treat people in the process — defines your leadership far more than the content of the announcement itself.
Cost-cutting is often framed as a rational business move but in reality, it’s frequently a reflex. Leaders act fast under pressure, but rarely stop to ask whether they’re cutting the right things, for the right reasons. Done wrong, it buys time but loses momentum.
