從近幾年接觸高端客戶多起真實案例的經驗來看，中國高端客戶大部分都是民營企業主（包括股東身份），他們在全身心投入到企業的經營管理中時，往往忽略一個重要問題，那就是家庭財富與企業經營之間需要設立一道防火牆，否則，很有可能會導致企業牽連家庭，最後連最基本的家庭財富失去保障。

隨著財富的積累，國內越來越多的家族開始建立自己的私人家族辦公室。這些新成立的家族辦公室常常抱有疑問：家族辦公室的財務報表應該怎麼做？其他家族又是用什麼財務報告來瞭解他們家族和企業的財務健康狀況？

約翰·布魯克斯（John Brooks）說，在把家族企業Malt-O-Meal賣掉四年後，他仍然感到生活空虛。布魯克斯的祖父在1919年創辦了這家穀物食品製造企業，布魯克斯的父親直到1988年去世之前，一直經營著這家公司。在寶氏穀物公司（Post Cereal）於2015年以11.5億美元收購這家公司之前，非家族高管已將其擴展為美國第四大穀物食品生產商。

這是來自木制玩具產業的一個家族企業傳承案例，在這個案例中，我們既能看到木玩產業的興起和轉型的縮影，也可以看到一個家族三代人的傳承與創新發展。任何家族企業都需要在一代又一代繼承人手中不斷開拓變革才能實現持續健康成長。通過創業創新來完成企業的傳承與發展成為一種越來越受人關注的有效途徑，其中有著值得我們認真思考和探索的規律性知識和智慧。

美國運動品牌 Under Armour 創辦人凱文．普朗克（Kevin Plank）在擔任 23 年執行長後，如今無預警宣布：將於明年一月卸下公司最高職務，由營運長派翠克．弗里斯克（Patrik Frisk）繼任。23 年前，普朗克在美國巴爾的摩創辦了 Under Armour，曾身為美式足球隊隊長的他，以切身體會的排汗問題為突破口，在祖母家的地下室設計出一款排汗球衣，成為這間市值52億美元企業的起點。

得來速（drive thru）就像是速食餐廳的附屬品，配角標籤一貼70年，但是今年它成了標準普爾五百指數（S&P 500）第一飆股奇波雷（Chipotle），衝破850美元（約合新台幣2萬6千元）的神隊友。

2019 年的現在，如果問任何一間企業，他們的數位轉型策略重點為何，大家的回答裡免不了會提到AI。但是，台灣企業在發展 AI 的時候，究竟哪些因素最影響成敗？應該如何設定績效目標？最重要的是，投入AI真的有效嗎？

很多企業在「數位化」變革旅程中，到目前來說真正實現數位化的也就5%左右，而在數位化轉型中經常步入諸多誤區。

Family businesses have unique characteristics that certain candidates appreciate: a close-knit culture, nimble business processes and liberation from SEC and investor scrutiny that often introduce inefficiencies into public-company operations. Some candidates are also attracted by respect for the family members and the business success they have achieved. And family businesses often have interesting challenges that appeal to the right executives.

Pritzker Private Capital recently gathered family office investors in Aspen, Colo., to look at how wealthy families are upping their game to compete for quality deal flow in a hot private equity market. The conference highlights a growing trend among wealthy families to establish hybrid private equity vehicles that raise third-party capital in order to match the breadth and sophistication of traditional private equity firms, while still leveraging the connections and other competitive strengths typical of family investors.

Corruption and poor ethics are often associated with the public sector. As a public-sector union, the Public Servants Association of SA (PSA) is aware of the simplistic narrative of the public sector being synonymous with bad governance, and the private sector being the paradigm of virtue. However, events of the past few years in SA have debunked this myth with some of the worst forms of rent-seeking or breach of corporate governance being found in the private sector.

Family businesses in India constitute more than 95% of all businesses and have largely remained owner-driven. The challenges of growth, technology disruptions, a paradigm shift in the regulatory regime and global competitiveness over the past two decades have led family owners and promoters with controlling interests to increasingly engage professionals to lead their businesses. While doing so, however, they have tried to retain an unfettered ability to rein in, at will, their professional CEOs.