Jubilee Enterprises of Thailand: Growing through insights

How one family in the life sciences industry leverages business, strategic investments, and nonprofit initiatives to improve health.

A climate of pervasive uncertainty is paralyzing decision-making. Here's what leaders can learn about survival and resilience from multi-generational, family-run businesses.

Michel Galeazzi and Felix Ackermann, founding partners of the private equity firm Evoco, sat with the rest of the team pondering the latest strategic issues. Evoco had evolved significantly as a fund manager since its creation in 2012, taking advantage of newly identified opportunities and developing novel competencies. Its first three funds had an excellent track record, which provided a strong platform to continue learning and to evolve the business models of its funds. Evoco's founding premise was to develop business solutions for governance and liquidity issues that emerged in private equity, creating investment opportunities for its investors in the process. The first two funds, Evoco TSE I and II, focused primarily on developing secondary solutions for liquidity and governance issues in private equity, i.e. acquiring portfolios of positions in late-stage or undermanaged buyout funds, and creating value by accelerating exits and engineering a palette of value-creating, hands-on strategic initiatives. The sellers typically required liquidity for some reason, e.g. new investment paradigms, better allocation opportunities or team reorganization. With Evoco TSE III, the strategy was refined, opening the door to single-asset deals and ever more original value creation interventions facilitated by majority ownership positions. When US President Donald Trump announced a tsunami of new tariffs on 'Liberation Day' 2 April 2025, the world of trade and industry was thrown into disarray, and private equity with it. Would it make sense to capitalize on the upheaval by tweaking the firm's strategy again to fine-tune an even more compelling investment proposition? Which direction should that take?

$124tn wealth transfer is reshaping family enterprises. Discover six steps to succession that prepare and engage the next generation of owners.

The study aims to assist small- and medium-sized enterprises (SMEs) in preparing for the retirement of their owner-managers and smoothing their management transition. It explores how owner-managers perceive and navigate their retirement journey fr...

Discover how family business leaders can nurture a generation of givers, ensuring wealth transfer builds lasting impact.

The passing of Giorgio Armani marks the end of an extraordinary era in Italian and international fashion. For fifty years, he dominated the fashion scene like a silent emperor: creative director, CEO, sole shareholder of a group that spans haute couture, cosmetics, hotels, and design. An empire built with rigor, elegance, and responsible control. This subtle balance between authority and vision is one of the most distinctive elements of his entrepreneurial style: discreet but visionary leadership, capable of forging a unique identity that is now called upon to survive his absence.

In this I by IMD podcast, Stefan Michel and Amar Bhide explore risk vs uncertainty, AI’s pitfalls, and how imagination drives innovation.

Despite the growing presence of family offices (FOs) in practice, research on FOs is still in its infancy. Through a systematic literature review (SLR) of 104 papers, we synthesize existing knowledge in the field by integrating insights from both ...

How to navigate conflict in family business when personal relationships, priorities, or succession issues threaten stability, unity, and long-term success.