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Gain family business governance skills to ensure sustainability and long-term success across generations!
This training program is designed to equip participants with an in-depth understanding of corporate governance mechanisms for family businesses, with a focus on optimizing asset allocation, risk management, performance evaluation, sustainability, and the development of second and third-generation family members. The program covers key topics such as agency theory in governance, the separation of ownership and management, as well as the family charter and constitution in this type of business. Participants will also explore exit strategies from family businesses and methods to balance effective oversight with business development. This includes implementing specialized training programs, delineating authorities, and adopting a governance framework based on consensus and fairness to ensure long-term continuity across generations. Additionally, the program highlights the critical role of corporate governance in enhancing market value and attracting potential investors, particularly in the context of public listing.
Banking
Capital Market
Insurance
Financing
Governance
Not Exist
Lecture
Case Studies +2
Lecture
Case Studies
Brainstroming
Dialogue Teams
Pre Exam
Post Exam
Family Business Owners and Founders
Purchase Program
( 0)Available
To preview individual and groups discount policy, Click Here
This provides you with the opportunity to select the available times that suit you best for participation in our program. These times represent slots during which we are ready to welcome you and provide assistance and guidance.
In Class Training
Introduction to Governance (Family Businesses)
Agency Theory and Governance
Theory of Comprehensive Care
Resource Dependence Theory
In Class Training
Family Charter
Family Constitution
Family Council
In Class Training
Who Manages the Business: Family Members or External Professionals?
Who Oversees the Business: The Family or External Entities?
What is the Basis for Governance: Family Ties or Professional Competence?
Who is Responsible for Setting Policies (Investment, Oversight, Endowment)?
In Class Training
Investment Policy
Exit Policy
Appointment Policy
Dispute Policy
In Class Training
Mechanism for Achieving Family Business Sustainability
Succession Planning
Preparing and Developing the Next Generation for Leadership
Nominations Mechanisms for Family Members, Branches, or External Candidates
Managing Relationships with Stakeholders and Effective Engagement
Transparency and Proper Disclosure
In Class Training
Nominations Committee
Endowment (Awqaf) Committee
Vision Committee
Family Affairs Committee
Advisors/Experts as Independent Members
In Class Training
Timing the Leadership Transition to the Next Generation
Principles of Transition and Empowering Young Leaders
Leadership Selection: Family Members or External Expertise?
Training and Development Programs for Multiple Generations
In Class Training
Governance Framework for Family Business Listing in Financial Markets
Governance of Dispute Resolution in Family Businesses
Impact of Private Ownership of Partners on Share Distribution in Family Businesses
In Class Training
Discussion on the Most Successful Family Businesses in Saudi Arabia, Kuwait, and the UAE
Understand Agency Theory and its applications in family businesses, recognizing its role in balancing ownership and management to enhance effective governance.
Design a comprehensive family business governance model, ensuring sustainability through the adoption of best administrative and regulatory practices.
Comprehend the family’s role in preparing future generations for management and oversight, acknowledging that this approach may vary depending on the nature of each family business.
Develop a balanced investment strategy, ensuring portfolio diversification in alignment with governance principles outlined in the family business charter or constitution.
Grasp the fundamental principles of family business governance, emphasizing that ownership does not necessarily equate to management, thereby enhancing continuity and operational efficiency.
Establish a framework for performance evaluation and executive oversight, in accordance with guidelines and strategies approved by the family council.
Explore strategies for sustaining family businesses, with a particular focus on public listing as a potential solution to drive growth and long-term continuity.
