Board-Aligned AI Strategy for Family Enterprise
Four days in which the executives of a family enterprise build the AI strategy, with the board joining on the first day and for the closing session. Management can run it, the board can oversee it, and the family recognizes it as its own.
- Duration
- 4 days
- Who takes part
- Executives, with the board on the first day and the closing session
- Where
- Your company, a venue of your choice, or on campus
Align the board early
A family enterprise needs an AI strategy that management can run, the board can oversee and the family recognizes as its own: true to its values, patient in its investment, and respectful of the people who built the company. Executives and directors start together on family values, ambition and risk appetite; the board returns at the close to agree how it will oversee the strategy.
The family enterprise lens
- 1BusinessWhere AI creates value, at what cost and risk
- 2FamilyValues, the family name and the next generation
- 3OwnershipLong-term capital, dividends and control
- AI Strategy: carried by allA strategy the business can run and the family can stand behind.
Based on the three-circle model of the family business (Tagiuri and Davis).
Who is in the room
Each group joins where its knowledge or authority is needed. Before the program, we interview the CEO, the chair and family owners or members of the family council, and executives and the next generation interview their managers and list the knowledge at risk from retirements. The closing session can be held in person or by video call.
- Duration
- 4 days
- Who takes part
- Executives, with the board on the first day and the closing session
- Preparation
- Interviews with owners and managers
- Where
- Your company, a venue of your choice, or on campus
- Day 1 Values, ambition and risk Output Limits based on family values; risk appetite With the board
- Day 2 Priorities and business cases Output Scored opportunities and business cases
- Day 3 Roadmap and operating model Output Strategy and operating model
- Day 4 Next generation, then closing session Output Next-generation plan; agreed board metrics, AI dashboard and reporting to the family With the board
| Day 1 | Day 2 | Day 3 | Day 4 | |
|---|---|---|---|---|
| The board | Values, ambition, risk appetite | Not in the room | Not in the room | Challenge; agree metrics and reporting to the family |
| Executives | Values, ambition, risk appetite | Choices and business cases | Roadmap and operating model | Owner reporting; present the strategy |
| Next generation | Values, ambition, risk appetite | Co-lead the scoring | Operating model roles | Present their AI roles and mandate |
- AI strategyConsistent with the family’s values and long-term horizon
- Operating modelWho owns AI and who decides, in line with the family charter
- AI dashboardA regular report on AI use, value and risk, agreed with the board
- Next-generation planAI roles and a mandate across the company
- Reporting to the familyA format for the family council, trusts and shareholders
- Oversight charterWhat the board decides, what its committees cover, and what is brought to it
- 01PreparationInterviews and reading, so the program starts from your own situation
- 02LearnShort faculty input on one part of the strategy or of oversight
- 03PracticeThe step is tried first on a teaching case
- 04ApplyYour team or board applies it to your own company
- 05Follow-upAn optional review once the first results are in
Every program is adapted to your industry, size and governance before it starts.
How opportunities are sorted
Every opportunity is rated on the value it creates, including family goals, and on how feasible it is with today’s data, systems, risks and costs.
Who takes part
- Family and non-family executivesBuild and own the strategy, in every session
- Next generation in the businessTake AI roles and present them on the last day
- Family and independent directorsSet the frame on the first day and agree how they will oversee AI at the close
- Owners and family councilShape the intent through interviews before the program
Should senior management join?
This program keeps the room to the executives, the next generation and the board, so that ambition, risk appetite and oversight are settled between them. When department heads should help build the strategy, the family program with senior management adds them and one extra day.
- The two boards settle ambition and oversight between them
- A smaller room for sensitive choices
- Shorter than adding a full day for senior management
- Department heads are not in the room when choices are made
- Function plans and owners follow after the program
The enterprise version
Board-Aligned AI Strategy follows the same pattern in three and a half days, without the family questions and the next generation’s role.
Frequently asked
Does the board approve the strategy at the close?
No. Directors challenge the strategy and agree how they will oversee it: the metrics, the dashboard and what the family council receives. The strategy itself is not put to a vote, so the line between management and oversight stays clear.
Does it work with a supervisory board?
Yes. In a two-tier system the supervisory board joins the first day and the closing session, and the management board builds the strategy.
Can the closing session be held online?
Yes, it can be held in person or by video call.
What happens after the program?
An optional review after 90 days, and an optional session for the family council.
Bring business and family together
A first conversation with the CEO and the chair about your family enterprise and where you are with AI.