External succession

Not every business family finds a successor in its own ranks.

The question then is who will take responsibility for the company, the employees and the ownership in future.

Especially when succession within the family is not possible or not wanted, a clear roadmap and enough time for preparation are needed. The earlier the course is set, the more room there is to choose and develop the right succession solution.

If the company is to stay in family ownership without a family member taking responsibility, external management can secure its continuity. For this arrangement to work, the owning family and the management have to create clarity about roles, responsibilities and decision paths from the outset.

Whether external management, MBO or MBI: every succession solution places different demands on owners, managers and the company. What counts is not the theory but a solution that fits the company's situation and works over the long term.

Succession is a strategic decision.

No successor in the family? We will look at the alternatives that fit.

Arrange an appointment

Großraumbüro mit Schreibtischreihen, Monitoren und Bürostühlen

Shaping succession successfully

Routes to succession outside the family

Bringing in external management

External management takes responsibility for the operating business while the company stays in the family's ownership. For this to work it takes clear accountability, binding decision paths and trust on both sides. Only when expectations are transparent can two perspectives turn into a shared course.

To the checklist: moving to external management

Management buy out (MBO)

In a management buy out, managers or employees from within the company take over the succession. They already know the company, its culture and its people. For that closeness to turn into successful leadership, financing, preparation and handover have to be settled early.

To M&A

Management buy in (MBI)

In a management buy in, external managers or investors take over the company. This solution comes into question above all when no suitable successor is available within the family or the company. What matters is careful selection and a handover that passes on knowledge, responsibility and trust alike.

Clear ground rules for working together

Business succession rarely fails for want of contracts. Difficulties arise more often from unclear expectations, accountability and decision paths. Setting out responsibilities, authorities and communication structures in binding form creates the basis for stable cooperation between shareholders and management.

Klare Spielregeln für die Zusammenarbeit

Unternehmensnachfolge scheitert nicht an schlechten Verträgen. Sie scheitert an unklaren Erwartungen, Zuständigkeiten und Entscheidungswegen. Wir sortieren die Zielsetzungen der aktuellen Gesellschafter in eine abgestimmte Struktur. Diese bildet ein verlässliches Bild der Erwartungen, das Fremdgeschäftsführer, MBI- / MBO-Kandidaten oder potenzielle Investoren gegen ihre Ansprüche spiegeln und prüfen können. Wir organisieren hierbei professionelle Herangehensweisen und etablieren stabile eine Zusammenarbeit.

Zu Governance & Compliance

PROJECT EXAMPLES

Business succession is a personal matter. We analyze your current situation, discuss your objectives, and identify potential courses of action. Based on this, we develop a succession strategy tailored to your goals, your company, and your shareholders. This strategy serves as a clear roadmap for successful implementation.

Choose a topic

Succession outside the family

Securing the future: business succession outside the family

Industry: Skilled trades business (70 employees)

Our role: Consultant, implementation support

Project objectives

Development of a viable succession strategy for handing the company over outside the family
Securing the long-term continuity and competitiveness of the trade business
Defining the requirements for future management and the successor
Transparency regarding potential succession models (MBI, MBO, external management)
Preparing the company for a successful change in ownership and leadership
Ensured continuity for employees, customers, and business partners

Key results

A viable succession strategy with a clear basis for owner decision-making
Successful identification and selection of a suitable successor from outside the family
Defined roles, responsibilities, and decision-making structures for the transition phase
A structured handover and onboarding plan for the new management
High acceptance of the succession solution among managers and employees
Long-term security for the company, jobs, and customer relationships

Approach

Analyzing the company's current position, ownership structure, and the personal goals of the owning family
Assessing the company's strategic, organizational, and financial readiness for succession
Defining the target vision for the future leadership and ownership structure
Evaluating and assessing various non-family succession options
Developing a profile of requirements for the future successor
Identifying and approaching potential candidates through relevant networks and search channels
A structured selection and assessment process
Facilitating conversations between owners and potential successors
Planning the knowledge transfer and the step-by-step handover of responsibilities
Support through the delivery phase and assurance of the successor's integration into the organisation

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External succession

Not every business family finds a successor in its own ranks.

No successor in the family? We will look at the alternatives that fit.

Routes to succession outside the family