GOUVERNANCE DES ENTREPRISES FAMILIALES GOUVERNANCE DES ENTREPRISES FAMILIALES
Program overview
During times of crisis, family businesses demonstrate a higher resilience compared to other organizations and achieve better results. A strong entrepreneurial drive combined with prudent asset management contributes to their success. They face specific challenges, particularly in terms of governance and management, which are based on a foundation of values shared across generations. Millennials are now at the heart of this issue. Our objective is to equip participants with the best tools, enabling them to step back and address these crucial challenges. Shared family governance is essential to facilitate the transition between different generations of the owning family and the management team.
Gouvernance des entreprises familiales
Program trailer
The programme is aimed at :
Shareholders, family council members, current or future directors of a family business involving the new generation; Non-family CEOs and future executives of a family business; Current or future independent directors of a family business who are not family members. No prerequisites required.
* Net price, HEC Paris is not subject to VAT. Prices, dates, faculty, and program content are subject to change.
Objectives
Develop a shared vision of family governance structure and operations.
Enhance or prepare for a board directorship by mastering the differences in skills between the Executive Committee (Comex), Management Committee (Codir), nomination and remuneration committee, strategic committee, audit committee, and the stance and attitude required in these committees towards other board members.
Understand and decipher the peculiarities in psychology and dynamics of family businesses.
Develop an action plan to implement family governance in three environments (Family, Shareholders, Company), within the family council (if it exists).
Program
- Role and dynamics of the board of directors or supervisory board
- Board and committee composition, role of the family council
- Legal responsibilities of directors
- Family values and temporality: NowGen and NextGen, a quest for meaning?
- Innovation, business models, and resilience of family businesses
- Implementation, international acquisitions, and development
- The role of the strategic committee
- CSR: What vision for the company, board, and family?
- Defining and nurturing philanthropy through a family foundation
- Balancing asset management with a Family Office
- The essence and impact of an investment fund in capital
- Anticipating liquidity among shareholders and the principle of an internal stock exchange
The case of the audit and risk committee Preparing for and experiencing a board meeting Embodying different types of mandates (president, family, independents, employees) Detaching emotions from the decision-making process
Academic Director(s)
Learning methods AND EVALUATIONS
- 60% case studies and practical simulations / 40% theory
- Pre-readings and simulations;
- International perspectives and best practices in family businesses
- Tutored project "Governance Project": Describing a family governance issue, drafting the problem statement, and presenting it to a panel.
Evaluations:
Participants will be evaluated based on a 2.5-day simulated board meeting and their Governance Project
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This program is accessible for people with disabilities. Please contact us if you have any specific requirements or to obtain the Public Accessibility Register.
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