In 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.
Members of families with or establishing active boards with independent directors
Directors, family shareholders, family owners, CEOs, board chairs, general counsels and trustees of family-controlled firms
Family members involved in governing their family office and family foundations
During the program you will:
Define the roles and responsibilities of owners, directors, board chairs, the executive team and the family council
Improve your board’s effectiveness
Unite family owners in a long-term commitment to continuity
Create clarity and build trust among family owners, directors and top management
Leverage governance as a key competitive advantage of family business
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
Critique so-called best practices of governance
Develop a theory of family business governance Explore how shareholder families evolve
Leverage governance as a competitive advantage for the family enterprise
Understand how to resolve the continuity challenges of family enterprises
Design an appropriate and optimal governance structure for your enterprise
Acquire skills needed to function effectively within the governance structure
Confront the contradictions and paradoxes of governance
Defining Roles and Responsibilities
Understand the roles of owners, family councils, boards and executive management
Work effectively in teams of boards, owners and managers
Differentiate ruling from governing
Manage the extended family
Enhance shareholder loyalty, voice and commitment
Board Development and Evaluation
Improve board decision making
Build a high-functioning board team
Maximize board and family leadership effectiveness
Learn how boards can add distinct value
Ivan Lansberg - Academic Director; Adjunct Professor of Family Enterprises and Academic Director of the Center for Family Enterprises
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 Family Enterprise Co-Director of the Center for Family Enterprises
Leigh Thompson - J. Jay Gerber Professor of Dispute Resolution & Organizations Professor of Management & Organizations Director of Kellogg Team and Group Research Center 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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