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Governing Family Enterprises

Enhance Your Board's Effectiveness

John WardIn a supportive environment alongside members of other enterprising families facing similar issues, you, your siblings, other relations and your board members can tackle together the complex issues of continuity and governance. Led by Kellogg’s expert faculty, this highly collaborative program explores in depth the specialized knowledge and skills unique to effectively governing a complex family enterprise.

You’ll learn to differentiate the roles and responsibilities of owners, family members (those in as well as out of management), independent directors and executives. You’ll develop new governance and leadership skills as you work through real-world cases with peers from other respected families. You’ll come away equipped and energized to help define your family enterprise’s future and move toward that future with confidence.
Upcoming Sessions (Fee includes lodging and most meals)
Session Date Cost
October 5-9, 2014 - session is FULL $9,000
March 1-5, 2015 $9,500 Apply
October 4-8, 2015 $9,500 Apply

Program Materials

Attendance is limited to:

  1. Members of families with or establishing active boards with independent directors
  2. Directors, family shareholders, family owners, CEOs, board chairs, general counsels and trustees of family-controlled firms
  3. Family members involved in governing their family office and family foundations

During the program you will:

  1. Define the roles and responsibilities of owners, directors, board chairs, the executive team and the family council
  2. Improve your board’s effectiveness
  3. Unite family owners in a long-term commitment to continuity
  4. Create clarity and build trust among family owners, directors and top management
  5. Leverage governance as a key competitive advantage of family business
  6. Gain a global perspective — past participants have come from 34 countries

The program will focus on the roles of the board chair, independent directors, family council leadership, and non-family top management. Successful and innovative models of organizational design will be shared.

Governance Challenges Facing the Family Business

  1. Critique so-called best practices of governance
  2. Develop a theory of family business governance Explore how shareholder families evolve
  3. Leverage governance as a competitive advantage for the family enterprise
  4. Understand how to resolve the continuity challenges of family enterprises
  5. Design an appropriate and optimal governance structure for your enterprise
  6. Acquire skills needed to function effectively within the governance structure
  7. Confront the contradictions and paradoxes of governance

Defining Roles and Responsibilities

  1. Understand the roles of owners, family councils, boards and executive management
  2. Work effectively in teams of boards, owners and managers
  3. Differentiate ruling from governing
  4. Manage the extended family
  5. Enhance shareholder loyalty, voice and commitment

Board Development and Evaluation

  1. Improve board decision making
  2. Build a high-functioning board team
  3. Maximize board and family leadership effectiveness
  4. Learn how boards can add distinct value


 

Ivan Lansberg - Academic Director; Adjunct Lecturer and Academic Director of Family Enterprise Executive Programs

John Ward - Academic Director; Clinical Professor of Family Enterprise; Co-Director of the Center for Family Enterprises

J. Keith Murnighan - Harold H. Hines Jr. Professor of Risk Management; Professor of Management & Organizations

Lloyd Shefsky - Clinical Professor of Managerial Economics & Decision Sciences; Co-Director of the Center for Family Enterprises

Leigh Thompson - J. Jay Gerber Professor of Dispute Resolution & Organizations; Director of Kellogg Team and Group Research Center; Professor of Management & Organizations; Professor of Psychology, Weinberg College of Arts & Sciences (Courtesy)

Featured Faculty Video

  • Professor John Ward and Ivan Lansberg

What Past Participants Say

  • "The program is very well structured and organized. It offers many new ideas about family governance structures. The quality of the faculty is excellent. It is a great opportunity to share and exchange points of view with other family companies."
    Chairman, Agrolimen, Spain
  • "Your program was the most meaningful and beneficial experience I have ever had - and not just in the realm of family business, either. From the breadth and depth of the material covered, to the outstanding group of participants involved, to the structure of the program that maximized the efficiency of every second we were there, it was simply fantastic!"
    Shareholder, Pella Corporation, U.S.A.
  • "I want to express my strong feelings of satisfaction for the high quality of the seminar on Family Business we just attended. Even our highest expectations were exceeded."
    Board Vice-President, Grupo Gerdau, Brazil
  • "This was without a doubt the most relevant, stimulating, creatively productive learning exercise I have ever experienced!"
    Chairman, Demco, Inc., U.S.A.
  • "The ability to work with lecturers who lead in this field and to mix with individuals who are facing the same issues and challenges created a highly stimulating environment."
    Chairman, Ogier & Le Masurier, Advocates & Solicitors, United Kingdom
  • "This program gave me hope that despite the concentration of power in our family, a change in vision and governance structure can change the company's decision making process, and therefore its direction."
    Shareholder, Intermatic Incorporated, U.S.A.
  • "The quality of the program attracted a diverse and highly talented group. The combination of high quality curriculum and experienced participants created tremendous take-home value."
    Family President, Laird Norton Company LLC, U.S.A.
  • "This was an extremely well-planned and delivered program. It provided me with a mirror with which to look at our company critically."
    Board of Directors Member, Merweoord B.V., Holland

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