Family enterprises are everywhere: small shops on high streets, manufacturing dynasties that have quietly scaled across borders, and tech founders who still ring in relatives on the board.

Family businesses occupy a paradoxical place in the corporate imagination. On one hand, they are viewed as reassuringly traditional, corner-shop stalwarts, multi-generation manufacturers or regional firms where everyone knows everyone.

Founders who show up, talk and act like human beings instead of corporate robots, and let people in, are building serious momentum.

Global markets, technological disruption, and complex succession challenges demand a new style of leadership: one that combines strategy, people skills, and a long-term vision.

Next generation members in family businesses face lots of challenges and one that's increasingly being recognised is the role of imposter syndrome in future leaders.

Leaders with strong family networks are less likely to let feelings of loneliness at work spill over into their home lives, finds new research from Durham University Business School.

Who really has the power to influence and shape decisions in a family business?

ERF warns that leadership and workforce planning must evolve as AI reshapes Irish industries. Irish business leaders risk being left...

In an era defined by rapid globalisation, digital disruption, and shifting consumer expectations, one business model continues to quietly...

Family businesses are unlike any other form of enterprise. They are often built on legacies, shared identities, and deeply personal...

Discussions about leadership are everywhere – it’s all over LinkedIn, on podcasts and there’s plenty of quotes about vision, inspiration...

Leadership, as we know it, stands at a crossroads. The environmental, social and economic pressures of the 21st century demand a...

It usually starts quietly - on the drive back from a board meeting, or over a drink between siblings. A question, half-joking at first:...

Leaders who say one thing but do another aren’t just letting their teams down — they’re harming their own performance too, according to new research from Durham University Business School. The study shows that acting inconsistently with stated values often causes leaders to feel shame, leading to avoidance behaviours and poorer task performance. This can undermine overall leadership effectiveness. Conducted by Dr Anders Friis Marstand, Professor Olga Epitropaki and Dr Ziya Et

Leading a business in the UK today demands more than just commercial acumen. In a climate shaped by uncertainty, evolving workforce...

The transition of leadership in a family business is never just about passing on titles or control — it’s about preparing the next...

In the hustle of day-to-day operations — dealing with suppliers, chasing invoices, managing staff, and keeping customers happy — it's...

Kiran Kandade, Nan Jiang and Joyce Ko from the Family Business Team at Brunel University share their thoughts on the importance of...

Family businesses hold a unique position in the world of commerce, distinguished not only by their economic contributions but also by the...

In the business world, the concept of ‘doing business right’ encompasses ethical decision-making, corporate social responsibility, and...