The LEGO group: Family business resilience (B)

Sunrise demonstrates how HR metrics map to business goals, boosting loyalty and performance through clear ownership and cross‑functional collaboration.

Founded in 1920 as a modest trading house in the Arabian Gulf, Zamil Group has grown into one of the Middle East's most diversified business groups, with activities spanning manufacturing, petrochemicals, real estate and investments. As the portfolio expanded and some operating companies were listed or divested, the family gradually shifted from a family‑managed operating conglomerate toward a financial holding model. This strategic transition fundamentally reshaped the family's role – from hands‑on operators to long‑term owners and stewards of a diversified portfolio. At the heart of the case is the question of how enterprising families define success. Rather than equating success solely with financial performance or the preservation of specific legacy assets, the AlZamil family articulates a broader, multi‑dimensional conception of success that includes long‑term continuity, professionalization, societal contribution and the preparation of future generations. The case explores how this definition of success informs key governance choices, such as stricter family employment policies, the increasing reliance on non‑family executives, and the creation of a family office dedicated to wealth management and next generation development. The case also surfaces an important tension faced by many long‑lived family firms: whether selling a founding or symbolic business should be viewed as a failure or a responsible act of stewardship. By presenting the sale of the AlZamils' legacy business, the case invites participants to contrast a heritage‑preservation logic with a stewardship‑and‑portfolio logic and to reflect on how different families reconcile emotional attachment with long‑term adaptability. The case is based on interviews with four family members holding leading roles in the AlZamil family enterprise system.

Business model innovation (BMI) is critical for firms' long-term survival under environmental dynamism and depends heavily on CEOs' cognition. While Socioemotional Wealth (SEW) explains why family CEOs may resist or engage in BMI, it largely assum...

Are you acting as a corporate shock absorber? Learn how middle managers can stop absorbing organizational friction and frame it as business risk.

The Frescobaldi family demonstrates how stewardship, reinvention, succession planning, and strategic agility drive long-term family business success.

Many organizations think they have created an ecosystem, but fall well short. Answer the questions below to check whether your “ecosystem” is sustainable in the long term.

David Bach on how leaders can build competitiveness amid geopolitical uncertainty through resilience, AI, energy security, trust and European reform.

Discover how CFOs are evolving beyond traditional roles to become strategic enablers focused on value-driven decisions and intelligent finance strategies.

Discover three China market strategies to help multinational brands respond to rising local competition, rebuild relevance, and protect long-term growth.

There is a central paradox at the heart of the AI: The same capabilities that let firms personalize at scale, automate service delivery, and generate operational insight are the ones that surveil, manipulate, and discriminate. In 2025, Apitor, a r...