Family business succession plans (or the ideas for them that are embedded in the minds of the incumbent generations) are often loaded with assumptions. For example: that the “presumed/nominated successor” wants to join the family business, that they are a like-for-like replacement of the incumbent, that the business should largely keep doing what it does for the foreseeable future.
Any robust business (or organisation such as the family that controls the business) should be prepared to challenge assumptions on a regular basis. Unfortunately, family business do this less than other businesses for several reasons. Firstly, the attributes of grit and self-belief so essential for any founder make it hard for them to adapt and change. Also, family members stay in executive roles in family businesses for much longer, which can lead to them becoming stale.
Rather than using terms like “succession” which can carry assumptions like the ones mentioned, it’s more helpful to think of “continuity” and to do so in the broadest terms (i.e. not just the business in its present form, but the family as a evolving system).
In many fields, education has shifted from training people for specific occupations to teaching people the skills to learn new skills, and to take on jobs that don’t yet exist. One of the most important skills the rising generation must learn is to be adaptable and open to regular strategic renewal, rather than to be carbon copies of their parents.
The original article was published in Succession Planning: Family Business Succession & Strategic Renewal - David Werdiger
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A successful family advisor, business strategist, entrepreneur, and thought leader with a proven track record of achievement in driving innovation and growth for entrepreneurial endeavours and not-for-profit organisations.
David's experience includes founding and building multiple businesses from the ground up, and expanding and leading operations into new markets. He is recognised by colleagues as a creative problem-solver and strategist with expertise in coming up with ideas and creating new ways of improving business, strategy, operations, and results.
As a business and family advisor, he provides clients with expert business advice on intergenerational business and wealth transition, advancing entrepreneurial efforts, setting up good governance, improving financial and operational results, and strategic direction. He is also a seasoned program leader with an aptitude for providing governance in corporate and philanthropic pursuits with a strong focus on culturally focused non-profits.