Index

  • ability, 73–76, 149–150
  • administration, 46–48
  • adverse selection, 6
  • affordable loss, 61, 97, 142–143
  • agency theory, 3–7, 94
  • altruism, 6, 40, 134–135, 163, 193–194
  • ambassadors, 48
  • antithesis, 70–72
  • approach planning, strategy, 90
  • architecture, 63–64
  • area of responsibility assignation, 123
  • asset, wealth, and estate (AWE) planning, 155–168
    • altruism, 163
    • educating educators, 220
    • familial meta-frameworks, 161–162
    • four Ls framework, 164–167
    • four Rs framework, 168
    • fundamental meta-frameworks, 168
    • generational meta-frameworks, 164–167
    • individual legacy statements, 158–160
    • individual meta-frameworks, 163–164
    • information gathering, 156–158
    • keystone meta-frameworks, 160–161
    • ownership, 156–158
    • RIPCC framework, 161–163
    • servant leadership, 163–164
    • social logic, 161
    • stewardship, 160–161
    • tactical meta-frameworks, 167–168
    • three circles framework, 160–161
    • trust dimensions, 168
    • wisdom, 163–164
  • balanced scorecard, 69–72, 92, 101–102, 107, 143–144, 195
  • benevolence, 73–76, 137, 168
  • big tent framework, 25–28, 105, 140, 145–146, 193
  • bird in the hand, 60–61
  • bundling resources, 12–13
  • business governance, 173–183
    • big tent approach, 175–177
    • business-driven capabilities, 182–183
    • foundational theories, 173–175
    • four tests framework, 177–178
    • governors, 180–182
    • renewal, 182–183
    • resource-based view, 174–175
  • business-driven innovation capabilities, 83–84, 113–114, 182–183
  • church and state framework, 79–82, 98, 102–103, 192
  • circumstantial tests, 44–45
  • co-leading, 54–55, 106–107
  • collectivism, 9
  • command, four Cs framework, 35–37
  • commitment, RIPCC framework, 29, 99–100, 134
  • communication, RIPCC framework, 29, 162–163
  • community, four Cs framework, 32–34, 109–110
  • complementary logics
    • asset, wealth, and estate planning, 160–161
    • economic, 15–18, 137–139
    • governance planning, 192
    • principles, 15–18
    • social, 15–18, 99, 160–161, 192
    • strategic planning, 99
    • talent development, 137–139
  • complementary skills acquisition, 120–121
  • configuration
    • educating educators, 222–223
    • leadership, 46–48
    • plans, 197–208
      • one, 199–202
      • three, 205–206
      • two, 203–204
    • plans four, 207–208
  • Corning Glass Works, 17
  • cousin consortiums, 58–60, 147–148
  • crazy quilt, 61, 194–195
  • customer perspectives, 101–102, 195
  • date of succession, 127
  • decline, 78–79
  • developing talent, 115–128
    • advisory boards, 127
    • areas of responsibility, 123
    • complementary skills acquisition, 120–121
    • educating educators, 219
    • existing job placement, 119–120
    • experience acquisition, 118–119
    • familial meta-frameworks, 109, 134, 140, 145–146, 151
    • financial literacy, 137–145
    • fundamental meta-frameworks, 112–114, 137, 144–145, 149–150, 153
    • generational meta-frameworks, 110–112, 135–136, 142–143, 147–148, 152–153
    • governance, 145–150
    • history and legacy, 133–137
    • individual development, 150–153
    • individual meta-frameworks, 110, 134–135, 140–142, 146–147, 151–152
    • information gathering, 129–131
    • keystone meta-frameworks, 108–109, 133–134, 137–139, 145, 150–151
    • letting go, 52–53, 128, 152–153
    • mentorship, 122–123
    • planning succession, 126–127
    • presentation of option, 118
    • rationale, 124
    • strategic planning, 108–114
    • succession as a process, 117
    • support, 122–126
    • tactical meta-frameworks, 112, 136–137, 143–144, 148–149, 153
    • trust dimensions, 137, 149–150, 153
    • value creation, 137–145
    • values, 121–122, 133–137
  • economic logic, 15–18, 137–139
  • education, 211–223
    • asset, wealth, and estate planning, 220
    • configuration examples, 222–223
    • four plans, 218–221
    • frameworks and meta-frameworks, 215–218
    • governance planning, 221
    • principles, 211–214
    • program example, 215–223
    • strategy, 218
    • talent development, 219
  • emotional healing, 40
  • empathy, 40, 193–194
  • entrenchment, 5
  • entrepreneurial orientation (EO), 64–65
  • entrepreneurship, 46–48
    • affordable loss, 61, 97, 142–143
    • bird in the hand, 60–61
    • crazy quilt, 61, 194–195
    • family enterprise heterogeneity, 64–65
    • four principles, 60–62
    • lemonade principle, 62
  • environmental perspectives
    • strategic planning, 103–108
      • familial meta-frameworks, 105
      • fundamental meta-frameworks, 107–108
      • generational meta-frameworks, 106–107
      • individual meta-frameworks, 105–106
      • keystone meta-frameworks, 104
      • tactical meta-frameworks, 107
  • familial meta-framework, 25–38
  • family in three circles framework, 19, 21–22
  • family controlled businesses (FCBs), four Cs framework, 32–38
  • family enterprise heterogeneity framework, 63–66, 136–137, 148–149, 167–168, 180–182
  • family foundations, 192–195
    • customers, 195
    • entrepreneurship principles, 194–195
    • philanthropy, 193
    • servant leadership, 193–194
    • social logic, 192
  • family governance, 183–185
    • learning to lead, 184
    • politics, 183
    • purpose, 183
    • remuneration, 184–185
    • stewardship, 183
    • trust, 185
  • family meetings, 125–126
  • family-business networks, 125
  • family–stewards, 21–22
  • financial literacy, 137–145
    • affordable loss, 142–143
    • balanced scorecard, 143–144
    • big tent framework, 140
    • economic logic, 137–139
    • renewal, 144–145
    • self-imposed tests, 140–142
  • financial perspectives
    • strategic planning, 93–98
      • familial meta-frameworks, 95–96
      • fundamental meta-frameworks, 98
      • generational meta-frameworks, 97
      • individual meta-frameworks, 96
      • keystone meta-frameworks, 94–95
      • tactical meta-frameworks, 97
    • talent development, 143–144
  • five-stage life cycle framework, 76–79
    • decline, 78–79
    • existence, 77
    • renewal, 78, 144–145, 182–183
    • success, 78
    • survival, 77
    • talent development, 144–145
  • foundational approaches, 3–15
    • agency theory, 3–7, 94
    • principal cost theory, 14–15, 108–109
    • resource-based view, 12–13, 104, 133–134, 174–175
    • stewardship theory, 7–12, 133–134
  • foundations, 192–195
    • customers, 195
    • entrepreneurship principles, 194–195
    • philanthropy, 193
    • servant leadership, 193–194
    • social logic, 192
  • founding owners, 56–57
    • letting go, 52–53, 128, 152–153
    • successor development, 117–128
  • four Cs framework, 32–38
    • command, 35–37
    • community, 32–34, 109–110
    • connection, 34
    • continuity, 32
    • strategic planning, 109–110
  • four entrepreneurship principles framework, 60–62
  • four innovation capabilities, 82–84
    • business-driven, 83–84, 113–114, 182–183
    • governance planning, 182–183
    • strategic planning, 107–108, 113–114
    • technology development, 82–83, 107–108
  • four Ls framework, 51–55
    • asset, wealth, and estate planning, 164–167
    • governance planning, 178–180, 184
    • strategic planning, 100–101, 106–107, 110–112
    • talent development, 135–136, 152–153
  • four ownership stages framework, 55–60, 147–148
  • four Ps framework, 30–31, 151
  • four Rs framework, 66–68
    • asset, wealth, and estate planning, 168
    • governance planning, 184–185, 191–192
    • strategic planning, 112
    • talent development, 153
  • four servant leadership dimensions, 39–43
    • asset, wealth, and estate planning, 163–164
    • strategic planning, 96, 100, 105–106
    • talent development, 134–135
  • four tests framework, 43–45
    • governance planning, 177–178, 183
    • strategic planning, 110
    • talent development, 140–142, 151–152
  • four trust dimensions, 73–76
    • asset, wealth, and estate planning, 168
    • governance planning, 185
    • strategic planning, 112–113
    • talent development, 137, 149–150, 153
  • frameworks see specific frameworks …
  • fundamental meta-framework, 73–84
    • asset, wealth, and estate planning, 168
    • church and state approach, 79–82, 98, 102–103, 192
    • governance planning, 182–183, 185, 192, 195
    • innovation capabilities, 82–84, 113–114, 182–183
    • life cycles, 76–79, 144–145, 182–183
    • strategic planning, 98, 102–103, 107–108, 112–114
    • talent development, 137, 144–145, 149–150, 153
    • trust dimensions, 73–76, 112–113, 137, 149–150, 153, 168
  • generals, 49
  • generational meta-framework, 51–62
    • asset, wealth, and estate planning, 164–167
    • entrepreneurship principles, 60–62, 97, 142–143, 194–195
    • four Ls framework, 51–55, 100–101, 106–107, 110–112, 135–136, 152–153, 164–167, 178–180, 184
    • governance planning, 178–180, 184, 190–191, 194–195
    • ownership stages, 55–60, 147–148, 190–191
    • strategic planning, 97, 100–101, 106–107, 110–112
    • talent development, 135–136, 142–143, 147–148, 152–153
  • governance, 169–195
    • altruism, 193–194
    • balanced scorecard, 195
    • big tent framework, 145–146, 175–177, 193
    • of business, 173–183
    • church and state framework, 192
    • crazy quilt, 194–195
    • educating educators, 221
    • empathy, 193–194
    • entrepreneurship principles, 194–195
    • exit strategies, 146–147
    • familial meta-frameworks, 175–177, 183, 186–189, 193
    • of family, 183–185
    • family enterprise heterogeneity, 64
    • family foundations, 192–195
    • four Ls framework, 178–180, 184
    • four Ps framework, 183, 186–189
    • four Rs framework, 184–185, 191–192
    • four tests framework, 177–178, 183
    • generational meta-frameworks, 178–180, 184, 190–191, 194–195
    • governors, 180–182
    • individual meta-frameworks, 177–178, 183, 189–190, 193–194
    • information gathering, 169–171
    • keystone meta-frameworks, 173–175, 183, 185–186, 192
    • of ownership, 185–192
    • ownership, 147–148
    • ownership stages, 190–191
    • owner–stewards, 185–186
    • persuasiveness, 189–190
    • philosophy formation, 171–173
    • renewal, 182–183
    • resource-based view, 174–175
    • RIPCC framework, 183
    • servant leadership, 189–190, 193–194
    • sibling partnerships, 190–191
    • social logic, 192
    • stewardship, 183
    • tactical meta-frameworks, 180–182, 184–185, 191, 195
    • talent development, 145–150
    • three circles framework, 145, 185–186
    • trust, 185
    • trust dimensions, 149–150
  • handwritten legacy statements, 158–160
  • heterogeneity, 63–66, 136–137, 148–149, 167–168, 180–182
  • history
    • talent development, 133–137
      • familial meta-framework, 134
      • fundamental meta-framework, 137
      • generational meta-framework, 135–136
      • individual meta-framework, 134–135
      • keystone meta-framework, 133–134
      • tactical meta-framework, 136–137
  • identification, organizational, 9
  • imposter syndrome, 53
  • inclusion, big tent approach, 25–28
  • individual development, 150–153
    • four Ps framework, 151
    • four Rs framework, 153
    • letting go, 152–153
    • political tests, 151–152
    • talent development, trust, 153
    • three circles framework, 150–151
  • individual legacy statements, 158–160
  • individual meta-framework, 39–50
    • asset, wealth, and estate planning, 163–164
    • exit strategies, 48–50
    • four tests framework, 43–45, 110, 140–142, 151–152, 177–178, 183
    • governance planning, 177–178, 183, 189–190, 193–194
    • leadership priorities, 45–48
    • servant leaders, 39–43, 96, 100, 105–106, 134–135, 163–164, 189–190, 193–194
    • strategic planning, 96, 100, 105–106, 110
    • talent development, 134–135, 140–142, 146–147, 151–152
  • information asymmetry, 6
  • information gathering
    • asset, wealth, and estate planning, 156–158
    • governance planning, 169–171
    • strategic planning, 87–91
    • talent development planning, 129–131
  • innovation, 82–84
    • business-driven, 83–84, 113–114, 182–183
    • governance planning, 182–183
    • strategic planning, 107–108, 113–114
    • technology development, 82–83, 107–108
  • integration, 46–48
  • integrity, 73–76
  • intrinsic motivation, 7–9, 133–134, 136–137
  • involvement orientation, 10
  • issues, RIPCC framework, 29, 95–96
  • Johnson, S.C., 16–17
  • Kemin Industries, 41
  • keystone meta-framework, 3–24
    • agency theory, 3–7, 94
    • asset, wealth, and estate planning, 160–161
    • complementary logics, 15–18, 99, 137–139, 160–161
    • foundational approaches, 3–15
  • governance planning, 173–175, 183, 185–186, 192
    • principal cost theory, 14–15, 108–109
    • resource-based view, 12–13, 104, 133–134
    • stewardship theory, 7–12, 133–134
    • strategic planning, 94–95, 99, 104, 108–109
    • talent development, 133–134, 137–139, 145, 150–151
    • three circles framework, 18–24, 94–95, 145, 150–151, 160–161, 185–186
  • leader of philanthropy, 105
  • leadership
    • big tent approach, 25–28, 140
    • big tent framework, 105
    • co-leading, 54–55, 106–107
    • configuration, 46
    • four priorities, 45–48
    • organizational stewardship, 40–43, 100, 105–106
    • servant leaders, 39–43, 96, 100, 105–106, 134–135, 163–164, 189–190, 193–194
    • talent development, 134–135
  • learning the family business, 53–55, 110–112, 178–180
    • strategic planning, 100–101
    • talent development, 135–136
  • learning to lead, 54–55, 106–107, 184
  • learning to let go, 52–53, 128, 152–153, 164–167
  • legacy
    • individual handwritten statements, 158–160
    • talent development, 133–137
      • familial meta-frameworks, 134
      • fundamental meta-frameworks, 137
      • generational meta-frameworks, 135–136
      • individual meta-frameworks, 134–135
      • keystone meta-frameworks, 133–134
      • tactical meta-frameworks, 136–137
  • lemonade principle, 62
  • leveraging resources, 12–13
  • life cycles
    • decline, 78–79
    • existence, 77
    • five-stage framework, 76–79
    • renewal, 78, 144–145, 182–183
    • success, 78
    • survival, 77
    • talent development, 144–145
  • management capability, 83–84, 113–114
  • managers in three circles framework, 19, 22–23
  • manager–stewards, 22–23, 94–95
  • matriarchs, 50
  • mentorship, 122–123
  • meta-frameworks
    • educating educators, 215–218
    • familial, 25–38
      • asset, wealth, and estate planning, 161–162
      • governance planning, 175–177, 183, 186–189, 193
      • strategic planning, 95–96, 99–100, 105, 109
      • talent development, 134, 140, 145–146, 151
    • fundamental, 73–84
      • asset, wealth, and estate planning, 168
      • governance planning, 182–183, 185, 192, 195
      • strategic planning, 98, 102–103, 107–108, 112–114
      • talent development, 137, 144–145, 149–150, 153
    • generational, 51–62
      • asset, wealth, and estate planning, 164–167
      • governance planning, 178–180, 184, 190–191, 194–195
      • strategic planning, 97, 100–101, 106–107, 110–112
      • talent development, 135–136, 142–143, 147–148, 152–153
    • individual, 39–50, 134–135, 140–142, 146–147, 151–152
      • asset, wealth, and estate planning, 163–164
      • governance planning, 177–178, 183, 189–190, 193–194
      • strategic planning, 96, 100, 105–106, 110
    • keystone, 3–24
      • asset, wealth, and estate planning, 160–161
      • governance planning, 173–175, 183, 185–186, 192
      • strategic planning, 94–95, 99, 104, 108–109
      • talent development, 133–134, 137–139, 145, 150–151
    • tactical, 63–72
      • asset, wealth, and estate planning, 167–168
      • governance planning, 180–182, 184–185, 191, 195
      • strategic planning, 97, 101–102, 107, 112
      • talent development, 136–137, 143–144, 148–149, 153
  • monarchs, 49
  • motivation, intrinsic, 7–9, 133–134, 136–137
  • offering opportunity in the business, 118
  • operations capability, 82–83
  • organizational identification, 9
  • organizational stewardship, 40–43, 100, 105–106
  • ownership
    • asset, wealth, and estate planning, 156–158
    • cousin consortiums, 58–60, 147–148
    • founders, 56–57
    • four stages, 55–60, 190–191
    • governance, 185–192
      • church and state framework, 192
      • four Ps framework, 186–189
      • persuasiveness, 189–190
      • responsibility, 191–192
      • sibling partnerships, 190–191
      • three circles framework, 185–186
    • sibling partnerships, 57–58, 59, 190–191
    • three circles framework, 18–21
  • owner–stewards, 19–21, 94–95, 160–161, 185–186
  • parenting, four Ps framework, 30
  • pedagogy, 211–223
    • asset, wealth, and estate planning, 220
    • configuration examples, 222–223
    • four plans, 218–221
    • frameworks and meta-frameworks, 215–218
    • governance planning, 221
    • principles, 211–214
    • program example, 215–223
    • strategy, 218
    • talent development, 219
  • persuasiveness, 40, 96, 189–190
  • philanthropy leaders, 105, 193
  • philosophy of governance formation, 171–173
  • pivoting, 62
  • planning
    • RIPCC framework, 29
    • succession, 126, 127
  • political tests, 45, 151–152, 183
  • power distance, 9, 136–137
  • principal cost theory, 14–15
    • strategic planning, 108–109
  • priorities, leadership, 45–48
  • process, four Ps framework, 30–31
  • production, 46
  • protocols, four Ps framework, 31
  • pub test, 74
  • purpose, 31, 183
  • quadruple-bottom-line scorecard, 91–93
  • qualifying tests, 43
  • RBV see resource-based view
  • remuneration, 66–68, 68, 112, 184–185
  • renewal, 78, 144–145, 182–183
  • resource-based view (RBV), 12–13, 104, 133–134, 174–175
  • respect, 29
  • responsibility, 66–68, 191–192
  • RIPCC framework, 28–30
    • asset, wealth, and estate planning, 161–163
    • governance planning, 183
    • strategic planning, 95–96, 99–100
    • talent development, 134
  • self-imposed tests, 44, 140–142
  • servant leadership, 39–43
    • asset, wealth, and estate planning, 163–164
    • family foundations, 193–194
    • governance planning, 193–194
    • strategic planning, 96, 100, 105–106
    • talent development, 134–135
  • sibling partnerships, 57–58, 59, 190–191
  • social logic, 15–18, 99, 160–161, 192
  • social perspectives
    • strategic planning, 98–103
      • familial meta-framework, 99–100
      • fundamental meta-framework, 102–103
      • generational meta-framework, 100–101
      • individual meta-framework, 99–100
      • keystone meta-framework, 99
      • tactical meta-framework, 101–102
  • stewardship
    • altruism, 134–135
    • asset, wealth, and estate planning, 160–161
    • dimensions, 8–10
    • family enterprise heterogeneity, 65–66, 136–137, 148–149
    • governance planning, 183
    • organizational, 40–43, 100, 105–106
    • talent development, 133–134, 136–137
    • theory, 7–12, 133–134
    • three circles framework, 19–21
  • strategy, 87–114
    • affordable loss, 97
    • approach planning, 90
    • balanced scorecard, 97, 101–102
    • big tent approach, 105
    • business-driven capabilities, 112–113
    • church and state framework, 98, 102–103
    • commitment, 99–100
    • educating educators, 218
    • environmental perspective, 103–108
    • familial meta-frameworks, 95–96, 99–100, 105, 109
    • financial perspective, 93–98
    • four dimensions framework, 69–72
    • four Ls framework, 100–101, 106–107, 110–112
    • four Rs framework, 112
    • four tests framework, 110
    • fundamental meta-frameworks, 98, 102–103, 107–108, 112–114
    • generational meta-frameworks, 97, 100–101, 106–107, 110–112
    • individual meta-frameworks, 96, 100, 105–106, 110
    • information gathering, 87–91
    • innovation, 107–108, 112
    • keystone meta-frameworks, 94–95, 99, 104, 108–109
    • manager–stewards, 94–95
    • organizational stewardship, 100, 105–106
    • owner–stewards, 94–95
    • persuasiveness, 96
    • philanthropy leaders, 105
    • principal cost theory, 108–109
    • quadruple-bottom-line scorecard, 91–93
    • resource-based view, 104
    • RIPCC framework, 95–96, 99–100, 109
    • servant leadership, 96, 100, 105–106
    • social logic, 99
    • social perspective, 98–103
    • tactical meta-frameworks, 97, 101–102, 107, 112
    • talent perspective, 108–114
    • technology development capability, 107–108
    • trust, 112–113
  • structuring of resources, 12–13
  • success, 78
  • succession
    • advisory boards, 127
    • areas of responsibility, 123
    • co-leading, 54–55, 106–107
    • complementary skills acquisition, 120–121
    • cousin consortiums, 147–148
    • date setting, 127
    • existing job placement, 119–120
    • exit strategies, 48–50, 146–147
    • experience acquisition, 118–119
    • family meetings, 125–126
    • foundations, 121–122
    • letting go, 128, 152–153
    • mentorship, 122–123
    • ownership stages, 55–60, 147–148
    • planning, 126
    • presentation of option, 118
    • as a process, 117
    • rationale development, 124
    • succession as a process, 117
    • support, 122–126
    • values, 121–122
    • work experience, 118–120
    • see also talent development
  • successor–sibling generations, 56–58, 59
  • survival, 77
  • synthesis, 70–72
  • tactical meta-framework, 63–72
    • asset, wealth, and estate planning, 167–168
    • balanced scorecard, 69–72, 92, 143–144, 195
    • family enterprise heterogeneity, 63–66, 136–137, 148–149, 167–168, 180–182
    • four Rs framework, 66–68, 112, 153, 168, 184–185, 191–192
    • governance planning, 180–182, 184–185, 191, 195
    • stewardship, 65–66, 136–137, 148–149, 167–168
    • strategic planning, 97, 101–102, 107, 112
    • strategy dimensions, 69–72
    • talent development, 112, 136–137, 143–144, 148–149, 153
  • talent development, 115–153
    • ability, 149–150
    • advisory boards, 127
    • affordable loss, 142–143
    • altruism, 134–135
    • areas of responsibility, 123
    • balanced scorecard, 143–144
    • benevolence, 137
    • big tent approach, 140, 145–146
    • complementary skills acquisition, 120–121
    • consistency, 150
    • cousin consortiums, 147–148
    • date setting, 127
    • development, 115–128
    • economic logic, 137–139
    • educating educators, 219
    • enterprise heterogeneity, 148–149
    • existing job placement, 119–120
    • exit styles, 146–147
    • familial meta-frameworks, 109, 134, 140, 145–146, 151
    • family meetings, 125–126
    • financial literacy, 137–145
    • four Ls framework, 135–136, 152–153
    • four Ps framework, 151
    • four Rs framework, 153
    • fundamental meta-frameworks, 112–114, 137, 144–145, 149–150, 153
    • generational meta-frameworks, 110–112, 135–136, 142–143, 147–148, 152–153
    • governance, 145–150
    • history and legacy, 133–137
    • individual development, 150–153
    • individual meta-frameworks, 110, 134–135, 140–142, 146–147, 151–152
    • information gathering, 129–131
    • keystone meta-frameworks, 108–109, 133–134, 137–139, 145, 150–151
    • letting go, 52–53, 128, 152–153
    • mentorship, 122–123
    • planning for succession, 126
    • political tests, 151–152
    • presentation of option, 118
    • rationale development, 124
    • renewal, 144–145
    • resource-based view, 133–134
    • RIPCC framework, 134
    • self-imposed tests, 140–142
    • servant leadership, 134–135
    • stewardship, 133, 136–137
    • strategic planning, 108–114
    • succession as a process, 117
    • support, 122–126
    • tactical meta-frameworks, 112, 136–137, 143–144, 148–149, 153
    • three circles framework, 145, 150–151
    • trust, 137, 149–150, 153
    • value creation, 137–145
    • values, 121–122, 137
  • technology development capabilities, 82–83, 107–108
  • tests, 43–45, 110, 140–142, 151–152
  • thesis, 70–72
  • three circles framework, 18–24, 88
    • asset, wealth, and estate planning, 160–161
    • governance planning, 185–186
    • strategic planning, 94–95
    • talent development, 145, 150–151
  • transaction capability, 84, 113–114
  • transitions see succession
  • trust dimensions, 73–76
    • asset, wealth, and estate planning, 168
    • governance planning, 185
    • strategic planning, 112–113
    • talent development, 137, 149–150, 153
  • two complementary logics, 15–18
    • asset, wealth, and estate planning, 160–161
    • economic, 15–18, 137–139
    • governance planning, 192
    • social, 15–18, 99, 160–161, 192
    • strategic planning, 99
    • talent development, 137–139
  • value creation, 137–145
    • affordable loss, 142–143
    • balanced scorecard, 143–144
    • big tent framework, 140
    • economic logic, 137–139
    • renewal, 144–145
    • self-imposed tests, 140–142
  • values, 53–55, 121–122, 133–137
    • development
      • familial meta-framework, 134
      • fundamental meta-framework, 137
      • generational meta-framework, 135–136
      • individual meta-framework, 134–135
      • keystone meta-framework, 133–134
      • tactical meta-framework, 136–137
  • vulnerability, 75–76
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