{"id":1102,"date":"2025-06-13T03:26:33","date_gmt":"2025-06-13T03:26:33","guid":{"rendered":"https:\/\/vietnamfamilybusiness.vn\/en\/?post_type=training-courses&p=1102"},"modified":"2025-09-15T03:31:38","modified_gmt":"2025-09-15T03:31:38","slug":"lanh-dao-khong-thuoc-gia-dinhtu-dong-den-mo-he-thong-quan-tri","status":"publish","type":"training-courses","link":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/training-courses\/lanh-dao-khong-thuoc-gia-dinhtu-dong-den-mo-he-thong-quan-tri\/","title":{"rendered":"NON-FAMILY EXECUTIVES IN FAMILY BUSINESS FROM \u201cCLOSE\u201d TO \u201cOPEN\u201d GOVERNANCE SYSTEMS"},"content":{"rendered":"\n

Introduction<\/strong><\/p>\n\n\n\n

Appointing senior executives who are not family members to strategic positions such as CEO, COO, or CFO in family businesses has become a major trend to address long-term strategic challenges. This is not only a staffing choice but also a shift in governance thinking towards professionalisation and sustainable growth of the family enterprise. The decision to appoint leaders with no blood or marital ties to the owning family, while granting them major decision-making authority and influence over the company\u2019s direction and operations, is a difficult path and requires strong consensus among family stakeholders. In principle, non-family executives can address critical issues such as: situations where successors are not yet ready, bringing professional management expertise into the governance system, providing new solutions for growth, blending business mindsets, and acting as mediators during difficult phases in family relationships.<\/p>\n\n\n\n

Key benefits of the program for family businesses include:<\/strong><\/p>\n\n\n\n

    \n
  1. Equipping senior executives with strategic thinking and leadership skills for the family business environment.<\/li>\n\n\n\n
  2. Understanding the power structures, culture, and expectations within family organisations, and developing a roadmap for strategic integration into the family\u2013business ecosystem.<\/li>\n\n\n\n
  3. Building trust, conflict navigation skills, and positive influence with family members and the enterprise.<\/li>\n\n\n\n
  4. Knowing the leadership competency framework for non-family executives and how to recruit effectively.<\/li>\n<\/ol>\n\n\n\n

    This program is designed for:<\/strong><\/p>\n\n\n\n

      \n
    1. Family business leaders and family members preparing for succession.<\/li>\n\n\n\n
    2. Entrepreneurs starting their businesses and preparing the next generation.<\/li>\n\n\n\n
    3. Managers seek to understand family businesses in order to work effectively and integrate into this model.<\/li>\n<\/ol>\n\n\n\n

      Program format:<\/strong><\/p>\n\n\n\n

      The program runs for 30 hours (customisable), delivered by experienced researchers and consultants. Materials and content are standardised based on leading research and reputable publications in the field of family business. Classes are offered on a customised, \u201ctailored\u201d basis to address the specific issues of participants. Mode of delivery: in-person training.<\/p>\n\n\n\n

      <\/p>\n\n\n\n

      Content<\/strong><\/p>\n\n\n\n

      \"\"<\/figure>\n\n\n\n

      Reference<\/strong><\/p>\n\n\n\n

        \n
      1. Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise<\/li>\n\n\n\n
      2. Understanding the Family Business: Exploring the Differences Between Family and Nonfamily Businesses<\/li>\n\n\n\n
      3. Generation to Generation: Life Cycles of the Family Business. Authors: Kelin E.Gersick, John A. Davis, Marion McCollom Hampton, Ivan Lansberg<\/em><\/li>\n\n\n\n
      4. Succeeding Generations: Realizing the Dream of Families in Business.Author:Ivan Lansberg<\/em><\/li>\n\n\n\n
      5. Developing Next Generation Leaders for Transgenerational Entrepreneurial Family Enterprises. Authors: Pramodita Sharma, et al.<\/em><\/li>\n\n\n\n
      6. IFC (2021). Family Business Governance Handbook<\/em>.<\/li>\n\n\n\n
      7. Sharma, P. (2019), Pioneering Family Firms\u2019 Sustainable Strategies<\/em><\/li>\n\n\n\n
      8. NSEAD: When the Professional CEO Leaves the Family Firm<\/em><\/li>\n\n\n\n
      9. Le Breton-Miller et al. (2011), Building Trust as a Non-Family Executive<\/em><\/li>\n\n\n\n
      10. Neubauer & Lank (1998), Harvard Case: Power & Influence in Family Firms<\/em><\/li>\n\n\n\n
      11. Harvard Note: Nonfamily Managers in Family Firms<\/em><\/li>\n<\/ol>\n","protected":false},"featured_media":1116,"template":"","danh-muc-khoa-hoc":[],"class_list":["post-1102","training-courses","type-training-courses","status-publish","has-post-thumbnail","hentry"],"_links":{"self":[{"href":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/wp-json\/wp\/v2\/training-courses\/1102","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/wp-json\/wp\/v2\/training-courses"}],"about":[{"href":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/wp-json\/wp\/v2\/types\/training-courses"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/wp-json\/wp\/v2\/media\/1116"}],"wp:attachment":[{"href":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/wp-json\/wp\/v2\/media?parent=1102"}],"wp:term":[{"taxonomy":"danh-muc-khoa-hoc","embeddable":true,"href":"https:\/\/vietnamfamilybusiness.edu.vn\/en\/wp-json\/wp\/v2\/danh-muc-khoa-hoc?post=1102"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}