Inside a family enterprise, the business and the person who must carry it are not two problems. They are one system — and the next-generation leader is the point where they meet.
That meeting point is the work: a confidential partnership, by introduction, for the few who carry it.
There is a shape to it — three encounters, from a single private briefing to steady company through the reorganising years.
The WorkOne person, and a singular way of seeing — reading the family enterprise where it actually moves, beneath what any chart records.
Who