Heikki Wide
Magnusson, Helsinki

Session Co-Chairs:

Andreas Kloyer Luther, Frankfurt; European Regional Forum Liaison Officer, IBA Closely Held Companies Committee 
Ilaria Maria Placco Cappelli Riolo Calderaro Crisostomo Del Din & Partners Studio Legale, Rome

Panellists:

Antonia Namur Hamilton Group, London
Giorgia Giappichelli Deputy Editor-in-Chief, Giappichelli Editore Srl, Turin
Antonella Penta Fasken, Montréal, Québec
Mirko Sickinger HEUKING, Cologne

Monday 19 May 2025, 1200-1300

The panel convened to discuss the biggest risks, externally and internally, for closely held companies in uncertain times, and how closely held companies can prepare for such challenges.

One of today’s key challenges is how to cope with AI and other new technologies scaling fast and disrupting the market if resources to invest in innovation are limited and if there is a lack of technical skills within the company and amongst family members.

A two-tier corporate governance structure may help to bring in outside expertise on the board level, while you can organise the family shareholders oversight on a supervisory board level which does not interfere with the business management.

Another view is that low hierarchy and having owners may also enable quick and efficient decision making.

Partnerships enable companies to benefit from business partners’ knowledge and resources and share risks associated with new ventures, challenges and opportunities.

Succession and conflicts in decision making is also one of the biggest risks.

Key takeaways

Have a strong mission statement, focus on corporate governance, involve the expertise and insights of employees, and make use of efficient decision making skills.