Family

In-laws are part of the family — but what does that mean in the context of a family enterprise? This essay explores the hidden influence of in-laws on continuity, identity, and governance across generations. Drawing on research by John Rosso and perspectives from family systems theory, it challenges families to reflect on whether their treatment of in-laws is thoughtful and aligned with long-term goals, or driven by default assumptions that may unintentionally undermine connection and stewardship.

New research from Columbia University and a 2025 study in The Lancet Regional Health – Americas challenge assumptions about when Alzheimer’s risk begins. The findings show that cognitive decline—linked to cardiovascular, inflammatory, and neurodegenerative markers—can be detected in adults as young as 24. While family history remains relevant, it’s lifestyle and biological risk factors that may offer earlier, more actionable signals.This has major implications for family enterprise leadership: cognitive health isn’t just a personal issue—it’s a strategic one. In a high-pressure environment where next-gens are expected to carry long-term responsibility, fostering brain health through wellness strategies, annual screenings, and a new definition of “readiness” could shape the future of continuity planning. As Dr. Noble of Columbia University Medical Center notes, the earliest signs often go unrecognized—making proactive awareness a form of responsible ownership.

In Tribal, Professor Michael Morris reveals that tribes—groups bound by shared identity, rituals, and purpose—aren’t just social constructs; they’re fundamental to how humans survive and thrive. Family enterprises, too, function as tribes. But as families grow and change, tribal cohesion requires intentional leadership. Drawing from Morris’s work, we explore what it means to build inclusive, evolving tribes that balance tradition with transformation. As our students graduate and our alumni grow in their journeys, we’re reminded that the bonds forged at Columbia—like all resilient tribes—are rooted in meaning, shared purpose, and belonging.

Earth Day may come once a year each April, but its call to action reverberates far beyond a single month. Corporations respond with net-zero pledges, families with tree-planting rituals, and policy leaders with bold targets. Yet behind these headlines lies a quieter, more complex force: enterprising families.

Seven days, five Italian cities, six company visits, and more than a dozen engaging sessions—the “CAFE in Italy” Global Immersion course took 16 graduate students on a deep dive into the heart of Italian family enterprises. Led by Professor Gaia Marchisio, participants met with owners, next‐generation leaders, and seasoned advisors. Stops included Barilla, Petrolifera Italo Rumena (PIR), Ascoli Bottoni, Acetaia Giusti, Ferragamo, and Frescobaldi, as well as discussions with DeAgostini, Bocconi University, Association of Italian Family Businesses, and Fideuram Intesa Sanpaolo. Students gained behind‐the‐scenes insight on succession, brand evolution, governance, and family values. The result was a vivid illustration of how tradition and innovation can combine to keep family legacies thriving across centuries.