Empowering family leadership on-demand
As enterprising families grow larger and more diverse over time, learning together becomes increasingly challenging to design and coordinate. Paradoxically, this is precisely when continuing education becomes even more valuable.
Developing current and future owners and leaders is one of the most critical continuity tasks for any enterprising family. Even those who are not directly involved in the family business need to have a basic understanding of the strategy, structure, and economics of what they own. They must also familiarize themselves with family enterprise continuity planning and the governance system that drives their long-term success.
For these families and those just getting started with family educational initiatives, LGA built an online learning platform – the LGA Academy. Families can now access a high-quality, curated online learning experience based on programs our team delivers throughout the year at leading universities like Kellogg and Harvard.
By giving your family the opportunity to learn together remotely, the LGA Academy helps your family access ideas and frameworks that will help you connect across generations, branches, and different levels of expertise in a unique learning environment. This experience will help participants develop the competencies and awareness needed to be value-added members of your family enterprise.
Devin Deciantis and Nicolas Hollanders discuss the importance of engaging the next generation.
Ivan Lansberg and Devin DeCiantis discuss education in the context of continuity with a guest speaker.
Chris Robichaud and Devin DeCiantis talk about how simulations can support continuity.
The second-generation CEO of a large family enterprise was approached by a strategic investor who made a generous and unsolicited offer for their legacy operating business. The CEO had previously never explored a sale — both because of her strong emotional connection to the company and its employees — two of whom were her kids — and because of its attractive cash flow and growth profile.
Three third-generation Family Directors of a large enterprising family were attending a global conference focused on innovation and growth. Their 90-year old family had deep pride and gratitude for the success and leadership of previous generations. However, there were no family members currently working actively in the business, and the family’s only connection to their vast operations — which spanned eight industries and three continents — was limited to these three members of the Board.