here - Manfred Kets de Vries

HSM FOrum
Corporate challenges in the vision of
leading management thinkers
FAMILY BUSINESS MANAGEMENT
Growth and continuity strategies for
family-controlled businesses
John Davis
Management & family leadership
Ivan Lansberg
The next-generation leaders
Christie Hefner
How to succeed an icon
Jon Martínez
Globalization and family
businesses
Manfred
Kets de Vries
High performing family
businesses
Algar GROUP
Corporate governance
La Maison Hermès
Tradition & innovation
May 18 & 19, 2010
São Paulo, Brazil
HSM – inspirING IDEAS
HSM is a world-wide source of reference in management
excellence. Founded in Brazil, it is now global leader in executive
education, anticipating corporate demand for knowledge and
offering the best management content available.
For over 20 years, HSM has systematically selected the most
innovative ideas and the most successful experiences, and
presented them through different multimedia channels and various
event formats to fulfill every kind of need.
4 H
SM Forum: The world’s leading management thinkers present
their viewpoints on a specific theme.
4 H
SM ExpoManagement: The latest ideas, concepts, and world
trends in management brought together every year in Latin
America’s biggest knowledge-bas0ed event.
4 H
SM Seminar: Over the course of one afternoon, expert lecturers
develop key business management topics.
4 HSM Special Management Program: Exclusive personal access to a
great name in world management, for only 150 participants.
HSM Family Business Management Forum
Growth and continuity strategies for
family-controlled businesses
How to grow and remain successful in this and the following generations, in an increasingly
competitive scenario? This can be defined as the main challenge for family-controlled
businesses seeking to find a balance between tradition and innovation in a globalized world.
With a special focus on this issue, HSM once again brings to Brazil renowned world names,
reaffirming its repute for management excellence. Experts from six countries will be speaking
at the HSM Family Business Management Forum, bringing invaluable information for family
companies to develop competitive growth and continuity strategies.
4How to find the best management model
4How to identify and develop new leaders
4The opportunities and threats of globalization: choosing the best path
4How to transform family history into business opportunities
4Managing the entry of next-generation family members
These and many other key topics will be discussed by John Davis, Ivan Lansberg, Christie
Hefner, Jon Martínez, Manfred Kets de Vries, and family members of the Algar Group
and La Maison Hermès, in a two-day interactive encounter attended by Brazil’s
leading managers.
Do not miss this unique opportunity. Register now.
John Davis
management &
family leadership
C
onsidered the world’s greatest authority of family business management, John Davis will present two
original lectures at the Forum. Davis is president of the Owner Managed Business Institute and leads
Families in Business: from Generation to Generations, a Harvard Business School executive education
program that examines the fundamental issues facing family-controlled companies. He is also a professor
at the same university.
Professor Davis consults globally to family companies on the topics of corporate and family governance, working
with relatives, shareholder relationships, strategic and succession planning, and professionalizing the family
business. He has lately worked with some of Brazil’s leading family groups, including Pão de Açúcar, Gerdau, and
Votorantim.
He is co-author of the best-selling Generation to generation: life cycles of the family business, written with Ivan
Lansberg and originally published by the Harvard Business School Press. His theories and insights have been
quoted by The Wall Street Journal, The New York Times, The Economist, Family Business, and other highly respected
publications.
Davis obtained his doctorate in Business Management from the Harvard Business School in 1982. He has a Master’s
degree in Economics from the University of Wisconsin and a Bachelor’s degree in Economics from Kenyon College.
New lectures
Session 1 – Managing the performance of relatives at work
Achieving high performance for family employees
The role of non-family managers and advisors in managing the performance of family employees
How to compensate family employees fairly
Dealing with family employees’ unsatisfactory performance
Matching family employees with the right roles is key
Challenging the norm of equality in families and family businesses
Session 2: Great family and business leaders
Identifying the different leadership roles in your family and business
Does shared leadership make sense?
Developing leaders in the family and in the business
What do great family and business leaders really do
When to seek non-family leadership
What is the right leadership model for your family enterprise
5.18.2010
9 to 11 am
| 5.19.2010
14 to 5:30 pm
Ivan Lansberg
THE NEXT-GENERATION
LEADERS
A
cclaimed expert in family business
management, Lansberg is the author of the bestselling Succeeding generations and Generation to generation,
the latter written with John Davis. He is on the faculty of the
Governing the Family Business Program at Northwestern University’s Kellogg School
of Management. He was also a professor of Organizational Behavior at the Yale School of
Organization and Management for seven years.
Lansberg is co-founder and senior partner of Lansberg, Gersick & Associates LLC, a research and
consulting firm specializing in family enterprise and family philanthropy. He participates on the boards
of directors of a number of family companies and his broad consulting experience includes work with
many of the largest corporate families in the world. Lansberg has also helped to establish research and
executive programs on family business at the International Institute for Management Development, in Lausanne,
Switzerland; the Montreal Institute for Family Enterprise; the Instituto de la Empresa Familiar, in Barcelona, Spain;
and the Escuela Adolfo Ibáñez, in Santiago, Chile.
One of the founders of the Family Firm Institute, he was the first editor of the Family Business Review and has written
widely on family business issues for many distinguished publications, including Fortune, Newsweek, The New York
Times, The Wall Street Journal, and Harvard Business Review.
Lansberg grew up in a successful family business and holds Ph.D., M.A., and B.A. degrees from Columbia University
in New York.
The test of future leaders: developing the next-generation leaders
Why scions tend to underestimate the challenges they will face
Why all stakeholders ask themselves “Are we in good hands?” when a new generation takes over and what
a newly anointed leader can do to earn their trust
How the new leader’s early tenure is crucial to reassure stakeholders
What are the 4 obstacles every successor or scion must overcome
Why a successor’s response to various trials is essential for stakeholders to throw their support behind him
or her
How the education and training of a new leader have a profound impact on his or her ability to respond
to such tests
What is the Iterative Test and how stakeholders apply this relentless scrutiny to every potential successor
5.18.2010
11:30 am to 1 pm
Christie Hefner
HOW TO SUCCEED
AN ICON
P
resident and CEO of Playboy Enterprises for over
20 years, Christie Hefner reshaped the
organization, which evolved from a legendary
print publication to the first national magazine
on the World Wide Web to its current status as a multifaceted global media and licensing
empire. She is the daughter of the legendary Hugh Hefner, founder of Playboy.
With an innovative leadership that built teams, forged partnerships and recognized new opportunities,
Hefner initiated the company’s highly successful expansion abroad and into the digital age. Under her
leadership, the company developed its profitable entry in the television business – the first time a magazine
successfully leveraged its brand into the world of television.
In 2007, the company opened the Playboy Club and Casino at the Palms in Las Vegas. Another notable entertainment
venue will be the Playboy Mansion in Macau, currently under construction in China.
Hefner greatly expanded the leveraging of the Playboy brand via licensing and in 2008 generated close to $1 billion in
global retail sales.
Although operating in a male context, Hefner was named by Forbes magazine one of the world’s “100 Most Powerful
Women” for three consecutive years, and had the longest tenure as a woman CEO in any publicly traded company.
Playboy Enterprises is listed in the New York Stock Exchange.
She graduated summa cum laude in English and American Literature from Brandeis University.
How to succeed an icon: family history as a driver of transformation
The right time to pass the torch: new functions so both can shine
How to deal with people and executives who insist on evoking the past: “But your father used to say that…”
or “Your father wouldn’t want that…”
Finding your own style – you don't have to follow the same trail
How to plan for the enterprise after the founder’s gone
How to honor the traditions that made the company great while embracing new ideas
Pitfalls of family businesses and what to do to avoid them – including the snares of insularity and succession
planning
Why family business outperform their peers – even in terms of long-term vision, loyalty and reinvestment
5.18.2010
2:30 to 4 pm
Jon Martínez
GlobaliZATION AND
FAMILY BUSINESSES
J
on Martínez is a visiting scholar at Harvard University’s David Rockefeller Center for Latin American Studies,
where he is conducting a joint research study with Professor John Davis on the impact of globalization on
family businesses.
Martínez has taught Family Business Management at ESE, the graduate business school of the Universidad de los
Andes in Santiago. Apart from his work in Chile, he has been visiting professor at UCLA; INSEAD in Fontainebleau,
France; Instituto de Empresa (IE) in Madrid, Spain; and Florida International University (FIU) in Miami.
Professor Martínez has authored three books on family business and international strategy: Transformarse o
desaparecer: estrategias de la empresa familiar para competir en el siglo XXI; Dirección de empresas familiares: reto
al destino; and Estrategia internacional: más allá de la exportación. He has also written several managerial and
academic articles published in Family Business Review, Sloan Management Review, Strategic Management Journal,
and Journal of International Business Studies.
Professor Martínez has extensive experience as a consultant, advisor, and board member for family businesses
throughout Latin American, particularly in Chile, Argentina, Brazil, and Mexico.
Martínez graduated in Business Administration from Adolfo Ibáñez University in Chile, obtained his Ph.D. in
Management from IESE, University of Navarre, Spain, and completed his post-doctoral studies at the Massachusetts
Institute of Technology (MIT) in Boston.
Globalization and family businesses: the impact of globalization on
family businesses and on business families
The opportunities and threats of globalization for family businesses: facts and myths
How family businesses are navigating today’s competitive landscape
Strategies for family firms to compete in a global economy
How successful family businesses are responding to globalization
Lessons from successful family companies – those that have gone global and those that remained local
How families that control global companies preserve their family values
5.19.2010
9 to 10:30 am
Manfred
Kets de Vries
HIGH PERFORMING
FAMILY BUSINESSES
A
cknowledged by The Financial Times and The Economist as one of the world’s leading management and
leadership thinkers, Kets de Vries is a professor at INSEAD in France and Singapore. He is also director of the
school’s Global Leadership Center. He is the author of more than 30 books translated into 31 languages,
including the best-selling The family business on the couch. Some of his other works are Organizations on the
couch, Leadership mystique, The neurotic organization, Are leaders born or are they made?, and Reflections on leadership.
Kets de Vries brings a different view to the study of leadership and the dynamics of individual and organizational
change. By applying his knowledge and experience of Economics, Management and Psychoanalysis, he has
scrutinized the interface between management, psychoanalysis, psychotherapy and dynamic psychiatry. His
specific areas of interest are leadership, entrepreneurship, family businesses, succession planning, and cross-cultural
management. He has five times received INSEAD’s Distinguished Teacher Award and has held professorships at
McGill University, École des Hautes Études Commerciales, Montreal, and the Harvard Business School. As an educator
and consultant, he has worked in more than 35 countries.
He is a regular writer for a number of magazines and his work has been featured in such publications as The New York
Times, The Wall Street Journal, Fortune, The Economist, The Financial Times, and BusinessWeek. As a global consultant in
executive leadership development his clients have included ABB, Lego, Goldman Sachs, Heineken, Shell, Novartis,
Bang & Olufsen, Nokia, and National Australian Bank. The Dutch government has made him an Officer in the Order of
Orange Nassau. He obtained a doctorate in Economics from the University of Amsterdam, an MBA and doctorate in
Management from the Harvard Business School and studied Psychoanalysis at the Canadian Psychoanalytic Society
and the International Psychoanalytic Association.
High performing family businesses: overcoming the shadow side
Understanding out-of-awareness processes that affect members of business families
Recognizing the darker sides of a family business
The importance of emotional intelligence in the family business
Creating high performing top executive teams
Identifying the parameters that make for effective leadership in the family business
What is required to create family businesses that deliver trust, integration and meaning for every employee
5.19.2010
11 am to 12:30 pm
Algar GROUP
CORPORATE GOVERNANCE
Guia de Uso da Marca
The Algar Group’s governance
model: formal governance and
invisible governance
Algar, established in 1954, is an entrepreneurial group in the IT,
telecommunications, agribusiness, services, and tourism industries.
The Group offers simple, sustainable, and innovative high-value solutions
for everyone. Holding relationships and human potential in high regard, it
grossed over R$ 3.1 billion last year. Algar’s management model has recently won
the 2009 IBGC Corporate Governance Award in the “Unlisted Companies” category.
lecturers
Luiz Alexandre
Garcia
Luis Alberto
Garcia
Eleusa Maria
Garcia Melgaço
CEO, Algar Group
Chairman of the board
President of the Family Council
Graduated in Economic Sciences
from Rio de Janeiro’s Gama Filho
University in 1986; obtained an
MBA from the Catholic University
of America (Washington, DC)
in 1991; holds a specialization
degree in Marketing from the
American University of Paris (1995);
and completed the Executive
Development Program at IMD in
Switzerland in 2002. He has worked
at the World Bank’s International
Finance Corporation in Washington,
DC; at Ericsson in Dallas and São
Paulo; at Bull in France; and at CTBC
in Uberlândia, Brazil. He is currently
executive president of the Algar
Group
Graduated in Electronics
Engineering from EFEI (Federal
School of Itajubá) and holds a
specialization degree in Global
Business Leadership from
Georgetown University. Also studied
at INSEAD/Dom Cabral Foundation
and at IMD (Switzerland), and
completed the Owner/President
Management Program of the
Harvard Business School. He is
chairman the Algar Group, an active
board member of CPQD and FIEMG,
and president of Febratel and
Sinditelebrasil. He was previously
board member of Anatel and
president of Telebrasil.
Holds bachelor’s degrees in Business
Administration from the Milton
Campos School and in Interior
Architecture from FUMA (Fundação
Mineira de Artes) in Belo Horizonte.
She has headed ABC Turismo
(operator of the Rio Quente Resorts
in Minas Gerais) for 12 years and
is currently director of the Family
Business Network (FBN) in Brazil, and
president of the Algar Group’s Family
Council.
5.18.2010
4:30 to 6 pm
La Maison Hermès
Tradition & innovation
Roots and leaves: the six generations of La Maison Hermès
Hermès International is a sixth-generation, French family business that manufactures and markets
luxury items, renowned for their fine materials, design, and craftsmanship. The company was founded in 1837
by Thierry Hermès as a saddle and harness maker for the horse-drawn carriages of European noblemen. For five
generations, his descendents have built the business into a diversified corporate group known for its leather
goods (such as the famous Kelly and Birkin bags), silk goods (ties and scarves), ready-to-wear clothing, fashion
accessories, and fragrances. Hermès markets over 30,000 luxury items – including watches, furniture, tableware,
household items and crystal – through its 290 retail boutiques around the world, including one recently opened
in São Paulo. The company employs more than 8,000 people and has sales of €1.8 billion, achieving growth and
much better results throughout the economic crisis than its competitors in the high luxury market.
In 2008, Hermès established the Fondation d’Entreprise Hermès, a corporate philanthropic foundation,
to support cultural and charitable activities. The Hermès brand is carefully protected by descendants of the
founder through family ownership and management. In 1993, the company went public,
with the Hermès family retaining about 75% of the shares.
LECTURERS
Bertrand Puech
Hermès
Laurent
Momméja
Dimitri
Mussard
Born in Paris on February 18, 1936,
he is a fifth-generation member of
the Hermès family who has worked
in the company for 40 years and
held several distinguished positions.
He is currently chairman of Emile
Hermès, an active partner of Hermès
International. His educational
background includes: Paris Institute
of Political Sciences (IEP), Faculty
of Law and Economics (Panthéon,
Paris), Faculty of Literature and
Human Sciences (Sorbonne, Paris),
Advanced School for Reserve
Officers, and Institute for Higher
Studies in National Defense.
He has received important
decorations in France, such as
Chevalier de la Légion d’Honneur,
Officier Ordre National du Mérite,
and Croix de la Valeur Militaire.
Momméja, 54 years old, is a sixthgeneration member of the Hermès
family through his grandmother,
Yvonne Puech-Hermès. He has worked
within the Hermès Group for nearly 30
years, holding important positions in
subsidiaries of various countries and
also in the product business unit. He
has recently become general manager
of the Hermès household division and
CEO of the “Compagnie des Arts de la
Table,” developer of home and tableware
objects. He was also director of the
European and Middle East subsidiaries of
Hermès International. Momméja lived 14
years in United States, where he began
his career, and was CEO and president of
Hermès of Paris Inc., the U.S. subsidiary of
Hermès. He sits on four Hermès boards:
the Family Council of Emile Hermès and
the boards of Hermès Sellier, Hermès of
Paris Inc., and Hermès of Paris Mexico.
He has a master’s degree in Business
Administration and Marketing.
Born on May 18, 1983, Mussard
is a seventh-generation member
of the generation of the Hermès
family. He currently holds no official
position within the company. He has
worked for important corporations
and institutions in Europe, such as
Rabobank, ICE (Intercontinental
Exchange), Hottinger Finance
and Clinique Estée Lauder. His
educational background includes a
bachelor’s degree in International
Business Management from Avans
Hogeschool and a master’s degree
in Finance from ESCP-EAP, the
European School of Management
(ranked third by The Financial Times).
5.19.2010
2 to 3:30 pm
GENERAL
INFORMATION DATE
VENUE
SINGLE PASS Normal price: R$ 2,600
SPECIAL OFFER* UNTIL 3.10.2010: R$ 2,214
Valid for the 2 days of the event.
PREMIUM PASS Normal price: R$ 4,500
special offer* until 3.10.2010: R$ 3,850
CORPORATE PASS Package of 5 Premium Passes,
valid for the 2 days of the event.
Normal price: R$ 21,000
THE PASSES
INCLUDE
special offer* until 3.10.2010: R$ 17,900
* Promotional offers for payments made by 3.10.2010
Support material
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For more information: [email protected]
PROGRAM
5.18.2010
11:30 am to 1 pm
Valid for 1 day of the event.
11 to 11:30 am
T eatro Alfa – Hotel Transamérica
Rua Bento Branco de Andrade Filho, 722
São Paulo
9 to 11 am
May 18 & 19, 2010
Lunch at the site of the event
Certificate of attendance
Simultaneous translation: English/Portuguese/English
Parking
5.19.2010
john Davis
9 to 10:30 am
10:30 to 11 am
Coffee Break
ivan lansberg
11 am to 12:30 pm
Coffee Break
manfred Kets de vries
1 to 2:30 pm
Lunch
2:30 to 4 pm
christie hefner
2 to 3:30 pm
la maison hermès
4 to 4:30 pm
Coffee Break
3:30 to 4 pm
Coffee Break
4:30 to 6 pm
algar GROUP
4 to 5:30 pm
john Davis
Support
12:30 to 2 pm
jon Martínez
Lunch
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