In the first article of a new series from the Family Firm Institute Virtual Study Groups, Paul Edelman and Nuria Lasheras Mayoral of the Mediation Group examine how a second-generation family enterprise used mediation to navigate a leadership crisis, repair strained relationships, and strengthen strategic decision-making.

Drawing on a real-world case, the authors illustrate how mediation can serve as a structured process that links relational repair with governance reform. The case highlights the practical role advisors can play in helping families move beyond entrenched conflict toward clearer roles, more effective boards, and sustainable leadership transitions.

Change initiatives in enterprising families rarely fail because of bad ideas or lack of commitment. More often, they stall because leaders misjudge how quickly the family system can absorb change. In this article, Nick Di Loreto and Jamie Shah explore why aligning on what to do is fundamentally different from getting it done—and why pace is one of the most overlooked yet consequential variables in family enterprise decision-making. Through real-world examples and practical frameworks, they offer advisors and family leaders a way to intentionally calibrate the pace of change to build durable consensus, preserve relationships, and sustain long-term momentum.

In the first issue of 2026, FFI Practitioner features insights from Debbie Bing, President of CFAR and Chair of the FFI Board of Directors. It explores the origins of the family enterprise field, FFI’s growth from a small founding community into a global organization, and the expanding impact of research, practice, and education over four decades. Go here to watch the video and learn more about the early days of FFI.