1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196 
GENETIC MISMANAGEMENT
27th April 2006, Page 55
27th April 2006
Page 55
Page 55, 27th April 2006
— GENETIC MISMANAGEMENT
Close
Noticed an error?
If you've noticed an error in this article please click here to report it so we can fix it.
If you've noticed an error in this article please click here to report it so we can fix it.
According to research published by the Centre for Economics Performance at the London School of Economics and the consultancy McKinsey, some of the worst performing companies in the UK are those run by families.
Researchers looked at 730 medium-sized manufacturing companies in the UK, the US, Germany and France to try to discover the underlying reasons for Britain's poor productivity performance.
The research concluded that bad management seemed to run in families and the UK is particularly prone to its worst effects.
Britain has a large proportion of family-run companies in which the families like to keep control of day-to-day management issues and pass the business to their eldest sons.