Executive Development for Professionals in A Family Company

Family companies usually start from small companies, they grow and become large and even become conglomerate companies. When the company gets bigger it must involve outside executives to be able to help manage the company. On the other hand, being an executive of a family company is not an easy task considering a company will depend on culture developed by the founder, especially family members who are still active in the company. This research aimed to find what kind of development program that the company should have to make the company able to supply the needs of executives. This research used the single instrument case study that started by interviewing the family and key people in the company and followed by observation, literature studies that related to suitable theory or cases. As a result, this research found how a family business should conduct the structure executive development programs that can fulfil the needs of business leader without neglecting the values and cultures that the founder established. As the implication by implementing this kind of executive development programs, a family business can expand their business because they can supply executives that can help the family to run the company.