Corporate Finance & Planning Insights for Multi-Generational Family Businesses
Preparedness is often mistaken for “getting ready to sell.” In reality, it is a governance discipline, one that gives families clarity about what the business means to them, how decisions will be made under pressure, and whether opportunities will be evaluated thoughtfully rather than reactively.
The third appraiser’s task is not to split the difference between two opinions, but to apply judgment, discipline, and independence to a situation that has outgrown mutual agreement. Their role is not to make everyone happy, but to make the process credible.
For many family businesses, valuation is treated as a one-time event rather than an ongoing tool. When viewed only at moments of necessity, valuation can create surprises, tension, and misalignment. Directors who treat valuation as a continuous process, however, use it to support better governance, promoting clear communication and more informed decision-making over time.
As the new year begins, family business boards have an opportunity to reflect on the often-unspoken priorities that shape their strategic finance decisions. This post explores four key “matched pairs” of priorities—optionality vs. conviction, growth vs. resilience, reinvestment vs. liquidity, and concentration vs. diversification—where misalignment can create tension and confusion. Entering 2026 with clarity and open dialogue about these tradeoffs can be one of a family business’s most valuable strategic assets.
Over the past year, we shared posts exploring the issues that matter most to family enterprises, from capital allocation and liquidity to governance, leadership, and long-term stewardship. Together, they reflect both the complexity and the joy of guiding a family business across generations. In this post we look back at some of the most impactful Family Business Director blog posts from 2025, with brief summaries and links to revisit (or discover) each one.
Macro-economic volatility has put pressure on compensation programs that depend on accurate goal-setting and stable growth, affecting executive morale and jeopardizing talent retention. Ultimately, the family-owned companies that best weather this uncertainty consider pay adjustments within the broader context of family shareholder and business needs.
While its status as a Christmas song is perhaps debatable, Merle Haggard’s “If We Make It Through December” is classic country music at its finest. The song captures the strain of economic hardship, with a recently downsized father lamenting his inability to … Continued
Hazel Krantz’s “100 Pounds of Popcorn” may be a children’s book, but it offers a surprisingly sharp lens on family business dynamics. When three children discover an unexpected windfall, they confront the same challenges real enterprises face: recognizing opportunities, making intentional decisions, managing costs, and navigating differing shareholder priorities. The story is a reminder that clarity, discipline, and alignment matter far more than size or sophistication. Sometimes the best business lessons come from the simplest places.
Thanksgiving traditions like Nashville’s Boulevard Bolt offer a powerful reminder for family business leaders: meaningful progress is always a shared effort. The same sense of community, gratitude, and trust that makes these events successful also strengthens the long-term value of a family enterprise. When leaders acknowledge contributors, foster healthy governance, and build trust across generations, they reinforce the very qualities that drive stability and resilience. This holiday season is an ideal time to reflect on those connections and invest in what truly sustains a family business.
Dividends are about more than distributing profits. They are about distributing confidence that the business is healthy, that management is accountable, and that the true meaning of the family business is being honored.
