家族辦公室熱潮：東西方差異對比
家族辦公室熱潮：東西方差異對比
《家族辦公室熱潮：東西方差異對比》由星展私人銀行委託經濟學人智庫撰寫。
家族辦公室指專為超高淨值資產人士 (UHNWI) 提供個人投資服務的公司，在全球金融市場中的影響力日漸增強。管理顧問安永 (EY) 的調查數據顯示，自2008 年以來，家族辦公室的數量增加了10 倍，目前已達到約10,000 間。
隨着全球億萬富翁人數持續增加，與他們相關的家族辦公室數目、資產及影響力也隨之增加。家族辦公室源自西方富有的英美商人，但過去連續 5 年，卻由亞洲榮膺全球最富裕地區。
本報告以東方（泛指亞洲地區）及西方（歐洲及北美）的家族辦公室為研究對象，對比各自的運作模式，並探討文化、家族及財富創造在其結構和管理方面所擔當的角色。
這項研究建基於廣泛的案例研究，以及以家族辦公室擁有者、經理及顧問作為對象的訪談。我們感謝以下受訪者撥冗參與：
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家族办公室热潮：东西方对比
《家族办公室热潮：东西方对比》研究报告由星展私人银行委托经济学人智库撰写。
家族办公室是指为超高净值人士 (UHNWI) 服务的私人投资公司，在全球金融市场中日益壮大。咨询公司安永 (EY) 的数据显示，家族办公室的数量自2008 年以来增加了 10 倍，目前约有 10,000 家。
随着全球亿万富豪越来越多，家族办公室的数量、资产以及影响力也会不断扩大。家族办公室的传统始于西方，由富有的英美商人开启。然而，亚洲在过去五年蝉联全球最富裕地区。
本报告旨在研究东方（亚洲地区）和西方（欧洲和北美）家族办公室行事的差异，探讨文化、家族和财富创造如何影响家族办公室的结构和管理。
研究的基础包括广泛的案头调研，以及对家族办公室的所有者、经理和顾问进行深入访谈。我们感谢以下受访者的宝贵时间和见解：
陈恩怡，香港 RS 集团主席 Stacy Choong，新加坡卫达仕凯德律师事务所 (Withers KhattarWong) 私人客户和税务业务合伙人 Joseph Falanga，美国优华扬咨询公司 (UHY Advisors) 董事总经理 James Fleming，英国沙艾尔 (Sandaire) 首席执行官 高皓，清华大学五道口金融学院全球家族企业研究中心主任，战略合作与发展办公室主任 James Grubman，美国家族财富咨询 (Family Wealth Consulting) 所有者 Chompan Kulnides，泰国迈奴控股公司 (Minor Holdings) 投资部副总裁 Chris Merry，英国斯通海格 (Stonehage Fleming) 集团首席执行官 Anthony Ritossa 爵士，迪拜里托萨家族办公室(Ritossa Family Office) 主席 Kirby Rosplock，美国塔马林德合伙人 (Tamarind Partners) 创始人 于洪儒教授，中国博泽家族办公室创始人本报告由 Dewi John 撰写，由 Georgia McCafferty 和 Jason Wincuinas 编辑。
Video | The family office boom: Contrasts between East and West
This report examines the different approaches of family offices in the East (the Asia region generally) and West (Europe and North America) and explores the role culture, family and wealth generation play in terms of their structure and management.
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All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
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Finance executives are also concerned with identifying how to align strategic, financial and operational plans towards common objectives and meaningfully analysing data across business units and regions. “All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals,” says Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer. It is incumbent upon CFOs therefore to be prepared not only to help their own function navigate uncharted territory, but the rest of the business too. That means breaking down the silos that commonly exist in organisations, in order to collaborate closely across functions, sharing information and data in the pursuit of common objectives.
All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
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Second, through performance management, the finance function is the gatekeeper for critical data that illustrate how well—or otherwise—the company is rising to the challenge of change. That includes data relating to sales, supply chain and delivery, which need to be reported back to the business in ways that help drive improved decisionmaking. Our survey reveals that companies in which finance executives feel empowered to drive strategic decisions across business functions are more likely to report a higher financial performance in fiscal year 2016/17 and 2017/18 and anticipate higher growth rates for 2019/20.
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Finance executives are also concerned with identifying how to align strategic, financial and operational plans towards common objectives and meaningfully analysing data across business units and regions. “All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals,” says Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer. It is incumbent upon CFOs therefore to be prepared not only to help their own function navigate uncharted territory, but the rest of the business too. That means breaking down the silos that commonly exist in organisations, in order to collaborate closely across functions, sharing information and data in the pursuit of common objectives.
All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
The clear custodian of collaboration
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