As one of the backbones of growth in China, family businesses have been highly effective at leveraging their resources and know-how to grow with the country – developing new products and services, expanding their markets, capturing new opportunities, innovating to maintain their competitiveness, and training their executives and employees. 

Over the past few years, the COVID-19 pandemic and other disruptive changes have made business continuity planning and strategic renewal key priorities, prompting owning families to reconsider the family’s role in the business as well as how best to perpetuate the business while preserving the founders’ entrepreneurial spirit. As this process occurs, families are exploring how to best capitalise on available resources, nurture their rising generation members while regenerating themselves to create new value. 

This study, based on a global survey of 2,439 family business leaders in 70 countries and jurisdictions and by KPMG Private Enterprise and STEP Project Global Consortium, takes an in-depth look at how family businesses in the Chinese Mainland and Hong Kong (SAR) are interpreting and nurturing this regenerative power, featuring China-specific analysis and case studies.

Key topics discussed include:

  • Reinforcing the emotional value of family ownership
  • Developing an appropriate leadership style in an era of disruption
  • Governance to drive performance and innovation
  • Using family offices as a regeneration tool
  • A holistic view on performance

Karmen Yeung
National Head of Private Enterprise
KPMG China

Peter Lee
Partner, Family Advisory
Private Enterprise Practice
KPMG China

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