Titlebook: Sharing Wisdom, Building Values; Letters from Family Denise H. Kenyon-Rouvinez,Gordon Adler,Gianfilippo Book 2011 The Editor(s) (if applic

減弱不好

Denise H. Kenyon-Rouvinez,Gordon Adler,Guido Corbetta,Gianfilippo Cuneo

Admonish

記憶法

Denise H. Kenyon-Rouvinez,Gordon Adler,Gianfilippo

arterioles

considerable

No Successors,uggest, families in business refuse to accept the idea that their only alternative to having no direct successor is selling out. So far as they are concerned, having no immediate successor does not have to mean the end of their role in the business.

數(shù)量

障礙

arousal

飛來飛去真休

Founders,trong characters. They seem to have a need to succeed both in launching their businesses and in making them different from others. Henry Ford had a vision: everyone should be able to afford a car. At the time, his foresight seemed odd, but ultimately, he turned out to be right. Ruben Rausing, the fo

deficiency

Siblings,s to distribute ownership equally among the siblings, but appoint one as the next leader. Think of this system as “first among equals.” This form of succession works well when one of the siblings is a trusted and respected leader (Qian Hu), or when the siblings grew up as a true team and share deep