Patek Philippe teaches us that the sustainability of a family business is not measured by market capitalization or the number of sales in the latest quarter, but by the ability to transmit “spirit” and “values” from generation to generation.

One thing I have learned from helping draft family constitutions for many families over the years is that they don’t just want a “family constitution.” What they really want is a “fair family constitution.”

The decision about dividends in a family business is an important one. The consequences of the decision can affect the growth of the business, the control of the business, and the relationships of family members.

The important point is Must not forget to put “The constitution that organizes the family” is written down in the constitution that we write. It is like adding an "iron core" to the family constitution. So that the constitution that we intended to write Will be able to deal with difficult problems. and able to respond to various challenges that will invade the family business in the future

The “mouthwatering problem” is a reflection of the governance problems that we commonly see in family businesses. Just don't think of it as a small matter. Until I don't care about it This is because small infected wounds have killed many elephants.