Respecting the three principles of Innovation, Impact and Transferability, and following the findings on the Family Business Ecosystem, we developed a list of 12 Trainings, categorised into 4 main topic areas:
Management in FE
Governance in FE
All Trainings respond to actual skills and knowledge needs of Family Business and all their members and staff.
They are developed following the official frameworks of competences outlined in the EntreComp and DigComp.
Each Training is presented through a short introductive animation; it offers in-depth contents organised by learning units, with a short assessment for each one and a final summary test. The successfull completion of the training generates a certificate for the user. All trainings are complemented with further sources.
Family Enterprises: choosing the right Governance Model
The training is aimed at providing the user with basic and specifc knowledge about Governance for the Family Business. Governance for Family Business is an important and at the same time complex issue, which can determine the success of the FB. The approach to Governance may greatly vary depending on the stage of growth of the FB, and all people involved should be aware that Governance related decisions can determine strenghts and weaknesses of the FB, especially on the long run. The training therefore provides for a general overview on the Governance models in relation with the stage of growth of the Family Business, and it presents some of the main issues Governance related. The aim is also to provide the user some insights to reflect about their own situation and evaluate the need to adopt, develped or adjust the Governance model.
Family Business: Settling Intergenerational Issues and Defining Generational changeover
More than 80 percent of EU businesses are family-owned. Forward-thinking owners know the importance of succession planning and the consequences on future generations of their family of failing to plan. Many businesses have fallen apart because there was no line of succession for leadership of the company. A closely held business without a succession plan, coupled with inadequate or nonexistent estate planning, can result in excess estate taxes, family feuds and general chaos upon the retirement or death of a significant owner. A well organized generational changeover is essential to successfully transfer wealth to the next generation.
What happens if it happens? - the emergency handbook for a sudden or temporary succession
In this course, users are prepared for an emergency with a manual. During the course, it is first explained what an emergency manual is and why every family business needs a manual. The structure of the manual is explained and its use is presented. The emergency situation can hit anyone unexpectedly, both in private and professional life. In order to minimise the "damage" after the emergency, the emergency manual is of existential importance. Users are encouraged to test the existing manuals regularly. The role and types of powers of attorney are also introduced. At the end of the course, the user is encouraged to create or update his/her own manual.
European Financial Instruments for Family Business
Family Enterprises can evolve their businesses beyond their national territory. The European Union offers instruments that can help them in boosting and establishing their economic international presence. With this training, the user will learn more about public tenders at European level. Whether it is the provision of goods or services, Family Businesses can achieve economic success thanks to international opportunities. Specifically, two Platforms will be introduced: TED (Tenders Electronic Daily) and SEDIA (Single Electronic Data Interchange Area). User will also learn more about the European Social Fund, another important branch of funding opportunities.
Through this course the user will deepen the knowledge on telework, which is a form of organizing and/or performing work, using information technology, in the context of an employment contract/ relationship, where work, which could also be performed at the employer’s premises, is carried out away from those premises on a regular basis.
How to protect your Family Business from cyber attacks?
Digitalisation nowadays is a key aspect to boost your family business. It allows more opportunities for business transformation, adapting products and services to a wider public, and therefore, making them more customer-friendly and expanding your profit possibilities. However, despite its multiple advantages, there are as well some disadvantages and aspects that need to be taken care of, such as cybersecurity. When digitalising your business, some sensitive data and information may be vulnerable for cyberattacks and hackers. Thus, you should learn about the essentials of cybersecurity to help your family business grow as securely as possible.
How to make your family enterprise digitally effective.
Nowadays, it is a must for any kind of business to have a digital presence. When talking about small family enterprises, it becomes even more important, as the internet can trespass the physical limits of a small business and therefore, widen its potential possibilities. To attain this purpose, you will need to have an entrepreneurial spirit to make use and take advantage of the different digital tools available to help you reach this goal. They will allow you to design and create your own website, to reach a wider public, to promote your product or services and transmit your family enterprise values through social networks, to build and carry out an online marketing strategy and to share and manage your work and documents digitally.
The discipline of Project Management for Family Business
Why FE should even bother to deepen their understanding of the PM discipline? In the context this training unit, we will introduce targets to the discipline of PM as an approach, rather than a mere discipline. This focus on PM, will allow readers to be much more proficient, effective and efficient in designing, developing and deploying their strategic plan(s) for economic growth and business competitiveness. We will extrapolate the defining elements of PM, the core responsibilities of a project manager and what distinguishes a “projects” from a “process”.
Six frameworks for organisation culture in Family Business
Communication impacts the efficiency and effectiveness of the organisation, its responsiveness to external stimuli, the overall exchange and flow of information / inputs. But what impacts communication? If employees feel stimulated in sharing their thoughts for the improvement of their tasks and the overall process they are responsible for, this is firstly and foremost a matter of Organisation Climate. The sum of insiders’ perceptions about the organisation, the people co-sharing their work environment, their managers and their role within the firm. It is not a scientific concept, but it can be definitely measured and assessed thanks to tailored-made surveys.
Human Resources in Project Management
The very first resource of a Project Manager is represented by his/her team. Before managing finances, tasks, activities and technologies, project managers deal with people on a daily basis. the positive outcome of a project is firstly and foremost a matter of people that worked on its results – and how they engaged their energies, experiences and know-how. Nevertheless, managing people is never easy, specifically in Project Management, a discipline that is extremely diverse in terms of content, scale and scope. You can be most certainly sure that poor motivation and lack of commitment of project team will lead as results to very poor performances…
Stakeholder Management and Communication for Family Enterprises
In IDP’s training module, we introduced the discipline of Project Management for Family Enterprises with a detailed background of all activities, functions and processes that gives reliability to the project. In multiple occasions colleagues referred to the strategic role detained by communication so as to nurture and keep vibrant positive (professional) relations with third parties. The objective of IHF’s training module is to enable targets to establish a trustworthy image among the network of STKH they might interface with (civil society at large, partners, public administrations, third sector, etc.). In the case of IDP’s training, the role of communication was in relation to the upscaling, visibility and mainstreaming of the project. In this context, communication will be addressed as a standalone function of business management for competitive success.
Stress management in family enterprises
During the course, users will learn the definition of stress. By understanding different types of stress, they will be sensitised and recognise the difference between positive and negative stress. The stressors will be mentioned and different techniques to cope with stress will be introduced to the users. The most important cause of stress in family businesses, namely conflicts of various kinds, is described. Furthermore burnout is currently very common all over the world and family businesses are much more vulnerable due to their unique nature. During the course, the reasons for this are mentioned in detail and the statistics are presented. Thanks to the model of Manfred F. R. Kets de Vries, users can avoid dysfunction in the family business and thus manage the biggest stress factor.