Financial management in family businesses is a special challenge. CFOs in particular are often at the crossroads of various interests and roles. However, not least the public reticence of family businesses has so far ensured that there is a lack of knowledge about these interrelationships. A specialist circle of CFOs from large German-speaking family businesses is dedicated at the Center for Family Business at the University of St.Gallen (Switzerland) to discuss these issues . In this book, these experts share their wealth of knowledge and experience with the public for the first time. Along a five-step model, they shed light on key areas of responsibility that go far beyond mere financial management. They discuss issues of transparency and compliance, from performance and strategy to governance - and provide concrete suggestions for everyday business life. Whether manager, owner, or advisory board member, anyone who bears responsibility in a family business can benefit from this bridge between theory and practice.The CFO network fbxperts.ch has also been present internationally since 3 years: in Italy, Spain, France, UK and other locations.

Part 1: remarks on the methodology of financial management from theory and practice

From impact to insight - family business and financial leadership in practice and theory
Five development stages of financial management of family businesses
Part 2: transparency: kickstarter for transformation
Optimal financing structure: avoid bottlenecks and maintain headroom with foresight: everything done right... Almost!
Meaningful data for right decisions: how to achieve impact with data management
The chief financial officer and the family office
Generational  wealth preservation: perspectives and fields of action
The family office as a modern form of majordomus
"structure follows strategy": from bean counter mode to aligning financial processes with strategy
Optimising planning systems in a vuca environment
A plea for more transparency: the fbxperts view
Part 3: compliance - a "must" to avoid risks
Internal control system also for family companies - the basis forproper management?!
What people don't like to talk about: dealing with and defending against fraud
Cyber attacks - company risk no.1 - underestimated by many
Compliance is a must: the fbxperts view
Part 4: performance: profit as the basis for self-financed growth
Agility through digital transformation: it's high time
Control systems and incentives as value drivers: separating financial objectives from action planning and control through a new control model
Fostering and steering innovation
Net working capital management in family businesses
Performance must be managed: the fbxperts view
Part 5: strategy: ensuring success and staying relevant for the customer
Strategy development in family businesses
Strategic planning in the family business: dealing with the principal-agent dilemma
The m&a phenomenon in the context of family businesses: growth through acquisitions
the m&a function in (family) businesses considering A frame of reference - observationsof a practitioner
Internationalisation  and digitalisation as a growth path
Identifying "shifting" customer demand and megatrends: sustainable growth through a focus on the customer
Sustainability  as a competitive advantage and sustainable financial instruments for working capital financing (esg-linked)
Strategy requires a balanced leadership team, feasibility check and good cooperation with the supervisory body: the fbxperts view
Part 6: governance: the duty or the pleasure of leadership?
Optimal board, decision-making processes and shareholder involvement
Generational change and conflicts among shareholders
Hr-strategy - from hire to fire
Change in corporate culture as a driver of success
Sustainable and long-term development of family businesses
Good governance: the fbxperts view
 Part 7: conclusion: being able to leverage collective experiences
The fbxperts view: a review of the five-step model and the "critical" challenges for family businesses - the genesis
The value of experiential knowledge for complex decisions.<p></p><p></p>