In family business, inter-generational continuity is dependent on many factors -- environment, people, talents, decision-making, competitive advantages, and, of course, a dollop of family dynamics and a dose of conflict. Despite the media attention often given to those family business stories that are fueled with conflict and consternation, family businesses contribute to 49% of the GDP in the U.S (70-90% globally) and 65% of family businesses are looking for steady income growth over the next five years (PWC, 2012). Success such as this comes from intentional and systemic planning in ownership, management, and family, not just traditional succession planning. Any family influenced by enterprise and entrepreneurship can learn from the practices that repeatedly create competitive advantages for these types of families and their businesses. This interactive program highlights the stories, experiences, and fundamental practices these and other enterprising and entrepreneurial families (85% of start-up companies are established with family money -- European Family Businesses, 2012) utilize to achieve their goals for ownership, management, governance, family unity, succession, and continuity.