Transition & change processes

One arrives, one departs. Only then does succession occur. Without planning, the risk of failing to manage the succession successfully increases.

Weiße Richtungspfeile als Fahrbahnmarkierung auf grauem Asphalt

Successful successions often only look easy from the outside.

In reality, they are the result of forward-looking planning, clear decision-making, and consistent entrepreneurial leadership.

Succession planning is built on a shared goal. This goal does not emerge overnight; it grows from a willingness to take on responsibility together—for the development of both the company and the family.

Every succession involves change. Those handing over responsibility must learn to let go, while those taking it on need the freedom to make their own decisions. That is why we provide clarity on how the transition should be structured.  

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Succession requires clarity

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Smooth transitions can be beneficial. In other situations, they can jeopardize the success of the succession. The successor(s) need the opportunity to forge their own path and further develop the company. A clearly defined timeline creates security for all parties involved and underscores the commitment to the transition.

We view the transfer of responsibility to the next generation as a key success factor in succession planning. The next generation needs the trust and the ability of the outgoing generation to let go. This does not mean forgoing advice, experience, or support. On the contrary: successful succession combines entrepreneurial freedom with the knowledge and experience of the previous generation.

 

Learn from the experiences of others and find your own path.

Is there still uncertainty regarding your succession plan about who will take over responsibility and when?

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Successfully shaping succession

Securing succession for the long term

Preparation

The term "preparation" covers far more than education or professional qualification. That is precisely what makes succession so demanding. While school and university lay important foundations, NextGen programmes are a targeted building block in preparing for succession. Preparing the company itself creates readiness for succession through clear structures and responsibilities. Forward-looking timing makes it possible to decouple growth and innovation from succession decisions. We arrange the necessary preparatory steps around each individual starting position. At the same time, the family prepares for the different stages of life and considers what the handover of roles will change for each family member.

Joining the company

The successors' entry into the company should follow a clear development path. This builds the professional foundations and a deep understanding of the business. At the same time, the current generation and the successors establish clear expectations of one another. We also consider scenarios that allow for an exit should the planned path not prove successful, and without any loss of face. Entry without clear preparation and a structured development plan, by contrast, can lead to tension and avoidable conflict.

Transferring responsibility

Besides an abrupt handover, succession processes often involve a longer period in which both generations take decisions. This requires close coordination between the two generations within the company. The current generation bears particular responsibility for communicating internally that established practice is changing. Employees will usually perceive a parent-child situation and react accordingly. We facilitate a sensible approach that takes the individual constellations into account.

Exit of the current generation

This step marks the changeover. It calls for clear communication that creates clarity both externally and internally, clarity that those involved have already established, for example how roles will be distributed after the exit. The outgoing generation focuses on their private life, even if they remain shareholders and/or members of the supervisory or advisory board. Stepping back requires letting go, so that the incoming generation has the room to lead actively.

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