Financial Management of Family Businesses
portes grátis
Financial Management of Family Businesses
Transparency - Compliance - Performance - Strategy - Governance
Ohle, Patricio; Zellweger, Thomas
Springer Fachmedien Wiesbaden
12/2023
270
Dura
Inglês
9783658422110
15 a 20 dias
Descrição não disponível.
Part 1: remarks on the methodology of financial management from theory and practice.- From impact to insight - family business and financial leadership in practice and theory.- Five development stages of financial management of family businesses.- Part 2: transparency: kickstarter for transformation.- Optimal financing structure: avoid bottlenecks and maintain headroom with foresight: everything done right... Almost!.- Meaningful data for right decisions: how to achieve impact with data management.- The chief financial officer and the family office.- Generational wealth preservation: perspectives and fields of action.- The family office as a modern form of majordomus.- "structure follows strategy": from bean counter mode to aligning financial processes with strategy.- Optimising planning systems in a vuca environment.- A plea for more transparency: the fbxperts view.- Part 3: compliance - a "must" to avoid risks.- Internal control system also for family companies - the basis forproper management?!.- What people don't like to talk about: dealing with and defending against fraud.- Cyber attacks - company risk no.1 - underestimated by many.- Compliance is a must: the fbxperts view.- Part 4: performance: profit as the basis for self-financed growth.- Agility through digital transformation: it's high time.- Control systems and incentives as value drivers: separating financial objectives from action planning and control through a new control model.- Fostering and steering innovation.- Net working capital management in family businesses.- Performance must be managed: the fbxperts view.- Part 5: strategy: ensuring success and staying relevant for the customer.- Strategy development in family businesses.- Strategic planning in the family business: dealing with the principal-agent dilemma.- The m&a phenomenon in the context of family businesses: growth through acquisitions.- the m&a function in (family) businesses considering A frame of reference - observationsof a practitioner.- Internationalisation and digitalisation as a growth path.- Identifying "shifting" customer demand and megatrends: sustainable growth through a focus on the customer.- Sustainability as a competitive advantage and sustainable financial instruments for working capital financing (esg-linked).- Strategy requires a balanced leadership team, feasibility check and good cooperation with the supervisory body: the fbxperts view.- Part 6: governance: the duty or the pleasure of leadership?.- Optimal board, decision-making processes and shareholder involvement.- Generational change and conflicts among shareholders.- Hr-strategy - from hire to fire.- Change in corporate culture as a driver of success.- Sustainable and long-term development of family businesses.- Good governance: the fbxperts view.- Part 7: conclusion: being able to leverage collective experiences.- The fbxperts view: a review of the five-step model and the "critical" challenges for family businesses - the genesis.- The value of experiential knowledge for complex decisions.
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Family Companies;Leadership;Corporate Finace;Family Business;Transformation;Data Management;Financial Management;Compliance;Transparency;Digital Transformation;Net Working Capital Management;Strategic Planning;HSG Family Business;Digitalization;Governance
Part 1: remarks on the methodology of financial management from theory and practice.- From impact to insight - family business and financial leadership in practice and theory.- Five development stages of financial management of family businesses.- Part 2: transparency: kickstarter for transformation.- Optimal financing structure: avoid bottlenecks and maintain headroom with foresight: everything done right... Almost!.- Meaningful data for right decisions: how to achieve impact with data management.- The chief financial officer and the family office.- Generational wealth preservation: perspectives and fields of action.- The family office as a modern form of majordomus.- "structure follows strategy": from bean counter mode to aligning financial processes with strategy.- Optimising planning systems in a vuca environment.- A plea for more transparency: the fbxperts view.- Part 3: compliance - a "must" to avoid risks.- Internal control system also for family companies - the basis forproper management?!.- What people don't like to talk about: dealing with and defending against fraud.- Cyber attacks - company risk no.1 - underestimated by many.- Compliance is a must: the fbxperts view.- Part 4: performance: profit as the basis for self-financed growth.- Agility through digital transformation: it's high time.- Control systems and incentives as value drivers: separating financial objectives from action planning and control through a new control model.- Fostering and steering innovation.- Net working capital management in family businesses.- Performance must be managed: the fbxperts view.- Part 5: strategy: ensuring success and staying relevant for the customer.- Strategy development in family businesses.- Strategic planning in the family business: dealing with the principal-agent dilemma.- The m&a phenomenon in the context of family businesses: growth through acquisitions.- the m&a function in (family) businesses considering A frame of reference - observationsof a practitioner.- Internationalisation and digitalisation as a growth path.- Identifying "shifting" customer demand and megatrends: sustainable growth through a focus on the customer.- Sustainability as a competitive advantage and sustainable financial instruments for working capital financing (esg-linked).- Strategy requires a balanced leadership team, feasibility check and good cooperation with the supervisory body: the fbxperts view.- Part 6: governance: the duty or the pleasure of leadership?.- Optimal board, decision-making processes and shareholder involvement.- Generational change and conflicts among shareholders.- Hr-strategy - from hire to fire.- Change in corporate culture as a driver of success.- Sustainable and long-term development of family businesses.- Good governance: the fbxperts view.- Part 7: conclusion: being able to leverage collective experiences.- The fbxperts view: a review of the five-step model and the "critical" challenges for family businesses - the genesis.- The value of experiential knowledge for complex decisions.
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
