How can tech-forward companies, institutions and non-profits stay relevant long term in today’s fast changing global economy? Written for leaders seeking proven strategies, this book by a veteran business advisor and leadership coach explains what large organizations can learn from family enterprises, and vice versa. When survival is threatened by disruption, or growth has stalled, the book shows why seasoned leaders and rising leaders from both family and non-family organizations should join forces for mutual benefit of combining innovation and long term thinking. Florence Tsai advances the field of family business studies with new evolutionary models, organizational frameworks, and case studies of dozens of leading family companies, including IBM, Corning, and New York Times. The book addresses growing problems of disruption—challenges best addressed by seasoned and rising leaders working together, since they have complimentary skills. Seniors bring stability and judgment, while rising leaders understand new markets and introduces innovative ideas. The world’s best family enterprises are masters of survival; what they can learn from non-family companies is how to stay nimble when change is accelerating at rates never seen before. Non-family organizations facing trust gaps can learn from successful family enterprises’ laser focus on stakeholder engagement. Families like Levi Strauss or Hermès have built trusted brands for generations. Facing disruption, Tsai explains how non-family organizations can insert long term thinking into the DNA of your organization by observing how enterprising families with enduring competitive advantages accomplish it. Strategies include how to develop future-forward mindsets supportive of innovation culture; how to nurture rising leaders who are intrapreneurs, entrepreneurs, and portfolio builders and prepare them to lead in their thirties. Phoenixes rising are the next-generation leaders who lead their family enterprise through intentional transformation in response to inevitable changes and yield successful growth. The book describes this mechanism in detail. Legendary Phoenixes profiled in this book include Irénée du Pont in the U.S., whose tech innovation at Eleutherian Mills transformed the gun powder industry; David René de Rothschild in France, who rebuilt a banking business from scratch; and John Elkann of Fiat in Italy, who led the Agnelli family through a succession crisis to emerge stronger. Stories of successful next generation innovators include John D. Rockefeller, Jr. in the U.S., Cristina Stenbeck of AB Kinnevik in Sweden; and Mikkel Vestergaard, inventor of LifeStraw, in Switzerland. With insights drawn from more than a decade of working closely with leading business families and advising the Chairmen and CEOs of their companies, the author argues that if we want to be guided by their long term success, it’s the pioneer spirit of the family leaders, plus the enterprising culture of the families themselves, not so much their products or their famous companies, that we should pay attention to. Written for the hackers and for the master architects, Phoenix Rising spotlights principled wealth creation and the shared value that comes from doing good while doing good business, engaging partners and stakeholders sustainably, for the lasting benefit of oneself and society.

Families share how they have maintained and grown their wealth from generation to generation. While creating wealth is a wonderful achievement, business families are also concerned with how their wealth is used to support their values, the lives of their children and the well-being of the community. Over several generations, families who are successful in growing their wealth have been able to reinvent themselves and their business in the face of significant environmental transformations and internal differences cause by family dynamics. Borrowed from my Grandchildren is a fascinating look at how large, long-lasting business families succeed across generations. Author Dennis T. Jaffe, one of the leading architects of the field of family enterprise consulting, has interviewed members of successful, well known, 100-year family enterprises from 20 countries, who serve as role models for those wishing to see their wealth positively impact their children, employees, and communities. Half continue to own their legacy business and others have gone on to become family offices with a portfolio of shared assets, but all these families have sustained their values and identity as a family over more than three generations. Offering the collected wisdom of nearly 100 global business families, this insightful book shares the real-life stories of partners in business and wealth management over three of more generations. Families that generate rather than reduce their wealth across generations, known as Generative Families, focus on engaging across generations and develop collaborative governance for both family and business to ensure responsible stewardship from one generation to the next. This unique resource: Presents real-life stories of families sustaining wealth over generations Explores both the successes and failures of retaining family wealth Includes rare private insights from members of prominent wealthy families Examines the nature of global family enterprises and their evolution over generations Discusses the financial, human, and social dimensions of wealth Borrowed from my Grandchildren: The Evolution of Stewardship in 100-Year Families is an essential read for family members, non-family executives, family offices, estate planning lawyers, family business consultants, trust officers, philanthropic and foundation advisors, financial advisors, financial planners, CPAs, and other finance professionals.

ReNewed Innovation Driven Institutionalized Research GENE -- ReaSoned realization of Communal activation GENE -- ReaSoned realization of Awakened integral consciousness GENE -- ReaSoned realization of Innovation Driven Research GENE -- Index.

'Weak market cities' across European and America, or 'core cities' as they were in their heyday, went from being 'industrial giants' dominating their national, and eventually the global, economy, to being 'devastation zones'. In a single generation three quarters of all manufacturing jobs disappeared, leaving dislocated, impoverished communities, run down city centres and a massive population exodus. So how did Europeans react? And how different was their response from America's? This book looks closely at the recovery trajectories of seven European cities from very different regions of the EU. Their dramatic decline, intense recovery efforts and actual progress on the ground underline the significance of public underpinning in times of crisis. Innovative enterprises, new-style city leadership, special neighbourhood programmes and skills development are all explored. The American experience, where cities were largely left 'to their own devices', produced a slower, more uncertain recovery trajectory. This book will provide much that is original and promising to all those wanting to understand the ground-level realities of urban change and progress.

Why on earth is economics perceived to come in only one or at best two different a-cultural if not a-moral guises? There are real, and many, alternatives to the economic mainstream. The trouble is, of course, that they are hidden from us. In Integral Economics Ronnie Lessem and Alexander Schieffer pave the way for a sustainable approach to economics, building on the richness of diverse economic approaches from all over the globe. By introducing the most evolved economic perspectives and bringing them into creative dialogue they argue that neither individual enterprises nor wider society will be transformed for the better without a new economic perspective. Here, they introduce a comprehensive framework based on the same 'Four Worlds' model that is applied to enterprise and research in their earlier works. Given the richness of even mainstream economic theory reviewed in this book, let alone the variety of alternative approaches introduced, it is frustrating that policymakers and business practitioners are impoverished by a lack of apparent economic choice - between a seemingly failing capitalism and an already failed communism. The 'villains of the piece' in relation to this lack of choice are not so much the financial community and governments, though they do have much to answer, but the schools of economics and the business schools, that have created the very social ethos, the philosophical principles, and the mathematical models, that influence events. Integral Economics is partly addressed to academics and students in those very schools, who have either realized the error of their ways, or, less dramatically, are curious to explore whether our businesses and communities could be run in a different way. It will be welcomed by informed senior practitioners, eager to understand the current rethink of economic theory and practice and to discover how to position themselves, their organizations, and their society within a new framework.

Why on earth is economics perceived to come in only one or at best two different a-cultural if not a-moral guises? There are real, and many, alternatives to the economic mainstream. The trouble is, of course, that they are hidden from us. In Integral Economics Ronnie Lessem and Alexander Schieffer pave the way for a sustainable approach to economics, building on the richness of diverse economic approaches from all over the globe. By introducing the most evolved economic perspectives and bringing them into creative dialogue they argue that neither individual enterprises nor wider society will be transformed for the better without a new economic perspective. Here, they introduce a comprehensive framework based on the same 'Four Worlds' model that is applied to enterprise and research in their earlier works. Given the richness of even mainstream economic theory reviewed in this book, let alone the variety of alternative approaches introduced, it is frustrating that policymakers and business practitioners are impoverished by a lack of apparent economic choice – between a seemingly failing capitalism and an already failed communism. The 'villains of the piece' in relation to this lack of choice are not so much the financial community and governments, though they do have much to answer, but the schools of economics and the business schools, that have created the very social ethos, the philosophical principles, and the mathematical models, that influence events. Integral Economics is partly addressed to academics and students in those very schools, who have either realized the error of their ways, or, less dramatically, are curious to explore whether our businesses and communities could be run in a different way. It will be welcomed by informed senior practitioners, eager to understand the current rethink of economic theory and practice and to discover how to position themselves, their organizations, and their society within a new framework.

This is a major work by three international scholars at the cutting edge of new research that investigates the emerging set of complex relationships between creativity, design, research, higher education and knowledge capitalism. It highlights the role of the creative and expressive arts, of performance, of aesthetics in general, and the significant role of design as an underlying infrastructure for the creative economy. This book tracks the most recent mutation of these serial shifts - from postindustrial economy to the information economy to the digital economy to the knowledge economy to the 'creative economy' - to summarize the underlying and essential trends in knowledge capitalism and to investigate post-market notions of open source public space. The book hypothesizes that creative economy might constitute an enlargement of its predecessors that not only democratizes creativity and relativizes intellectual property law, but also emphasizes the social conditions of creative work. It documents how these profound shifts have brought to the forefront forms of knowledge production based on the commons and driven by ideas, not profitability per se; and have given rise to the notion of not just 'knowledge management' but the design of 'creative institutions' embodying new patterns of work.