Neus Feliu
Advisor, Researcher and Educator in area of Family Enterprises
Dr. Neus Feliu is a trusted advisor, researcher and educator in the area of family enterprises, and a partner at Lansberg Gersick Advisors. For over 20 years she has supported enterprising families strategically planning their legacy and developing the organizational and individual capabilities to achieve their shared long- term goals.
Her training and experience have always integrated business and economics with psychology and family dynamics. She combines the worlds of consulting and coaching, accompanying enterprising families and their leaders in processes of change and transformation.
Neus holds a PhD in Management Sciences from ESADE Business School. She has authored articles in journals such as the Family Business Review and numerous chapters in books on the topics of governance, philanthropy, generational perspectives, citizenship, family conglomerates, and the roles of women owners in family enterprises. Her research has been recognized with several international awards.
She is actively involved with academic and professional organizations dedicated to Family Enterprises, such as FERC and IFERA, where she aims to contribute to building bridges between academics and practitioners, as well as with the FFI, where she is faculty member of the GEN Certificates in Family Business and Wealth Advising.
Session
From behind the scenes to the front of stage: Unveiling the “Ownership Top Governance Team” intricacies towards successful families owning cluster of organizations
Small Group Discussion
Over time, enterprising families increase in complexity. Family membership grows, ownership moves from "founder-owned businesses" to "sibling partnerships" and then to "cousin consortium”. In addition, the business tends to grow beyond the core (or legacy) entity through the creation, merger and acquisition, or spin-off of various organizations, such as businesses, family offices and other investment, philanthropic or social organizations. In this new scenario, family owners need to manage a much more complicated portfolio of assets to which their level of commitment and connection differ. This increasingly leads to diversity of interests and objectives among owners of the evolving family business cluster. Traditional corporate governance and family governance may become no longer sufficient to address these issues. Ownership governance stands therefore as the key to ensuring that the family business cluster is, on the one hand, sustainable over time, and on the other, has a positive impact on both the family and its stakeholders.
From behind the scenes to the front of stage: Unveiling the “Ownership Top Governance Team” intricacies towards successful families owning cluster of organizations
Small Group Discussion
Over time, enterprising families increase in complexity. Family membership grows, ownership moves from "founder-owned businesses" to "sibling partnerships" and then to "cousin consortium”. In addition, the business tends to grow beyond the core (or legacy) entity through the creation, merger and acquisition, or spin-off of various organizations, such as businesses, family offices and other investment, philanthropic or social organizations. In this new scenario, family owners need to manage a much more complicated portfolio of assets to which their level of commitment and connection differ. This increasingly leads to diversity of interests and objectives among owners of the evolving family business cluster. Traditional corporate governance and family governance may become no longer sufficient to address these issues. Ownership governance stands therefore as the key to ensuring that the family business cluster is, on the one hand, sustainable over time, and on the other, has a positive impact on both the family and its stakeholders.