{"id":14903,"date":"2021-05-03T11:32:08","date_gmt":"2021-05-03T09:32:08","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=14903"},"modified":"2021-09-28T17:52:56","modified_gmt":"2021-09-28T15:52:56","slug":"getting-succession-right","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/fr\/getting-succession-right\/","title":{"rendered":"Getting succession right"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yn6kg-7690c8fd2f330de879ac2eacf254b03e\">\n.avia-image-container.av-k61yn6kg-7690c8fd2f330de879ac2eacf254b03e img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-7690c8fd2f330de879ac2eacf254b03e .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-7690c8fd2f330de879ac2eacf254b03e av-styling-circle avia-align-center  avia-builder-el-1  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-14897 avia-img-lazy-loading-not-14897 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_Nachfolge-gelingen-lassen_500x500.jpg\" alt='' title='From generation to the next generation. Business succession concept. Silhouette vector illustration in cartoon style'  height=\"500\" width=\"500\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_Nachfolge-gelingen-lassen_500x500.jpg 500w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_Nachfolge-gelingen-lassen_500x500-300x300.jpg 300w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_Nachfolge-gelingen-lassen_500x500-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_Nachfolge-gelingen-lassen_500x500-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_Nachfolge-gelingen-lassen_500x500-180x180.jpg 180w\" sizes=\"(max-width: 500px) 100vw, 500px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-6c3b8680ee44a3d37676aeae2eb17d2b\">\n#top .av-special-heading.av-av_heading-6c3b8680ee44a3d37676aeae2eb17d2b{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-6c3b8680ee44a3d37676aeae2eb17d2b .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-6c3b8680ee44a3d37676aeae2eb17d2b .av-subheading{\nfont-size:21px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-6c3b8680ee44a3d37676aeae2eb17d2b av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first  av-linked-heading'><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >Getting succession right<\/h1><div class='av-subheading av-subheading_below'><p>External executives in Family Businesses (I)<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-2c9093c5e2364d2930fa984000c55ca5\">\n#top .av-special-heading.av-av_heading-2c9093c5e2364d2930fa984000c55ca5{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-2c9093c5e2364d2930fa984000c55ca5 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-2c9093c5e2364d2930fa984000c55ca5 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-2c9093c5e2364d2930fa984000c55ca5 av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon  av-linked-heading'><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Andreas von Specht and Nick Harris<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-84e4a75f130c45bdb3b4c52a0279ecdc'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>For the past two years, we have worked together with INSEAD &amp; PwC on a Europe-wide study that deals with the topic of \u201cExternal succession in Family Businesses\u201d. We were almost ready to publish our study in February 2020 when the Corona pandemic suddenly struck. We therefore decided to conduct further research and interviews to take a closer look at how Family Businesses are coping with this global crisis.<\/p>\n<p>Some of the key takeaways and insights are:<\/p>\n<ul>\n<li>Succession continues to be the most important \u2013 and challenging \u2013 issue that owner families face.<\/li>\n<li>The owners of Family Businesses not only want to pass on a company, but also a legacy to the following generations.<\/li>\n<li>Family Businesses that are run by external executives tend to develop significantly better than those that are run by the owners.<\/li>\n<li>Family Businesses are better able to cope with the effects of COVID-19 than public companies.<\/li>\n<li>COVID-19 has accelerated a move away from the stereotype of the CEO as a \u201ccharismatic, lone decision maker\u201d.<\/li>\n<li>Owners and CEOs have to agree on a \u201cchange contract\u201d \u2013 on the type and speed of the transformation a business needs \u2013 even before the new CEO starts.<\/li>\n<li>Coming into a family business from outside is a great challenge; an active onboarding &amp; integration programme is essential.<\/li>\n<\/ul>\n<p>Family Businesses (\u201cFB\u201d) operate in a very challenging environment and all the more so in this global crisis. Let us now take a closer look at some of the major findings:<\/p>\n<p><strong>Succession continues to be the most important \u2013 and challenging \u2013 issue that owner families face<\/strong><\/p>\n<ul>\n<li>Overall, the need for external leadership in FBs is pretty obvious and self-explanatory. Top talent within the owning families is often rare \u2013 and those gifted, qualified and also interested to take over responsibility increasingly so. However, the challenges and risks of external appointments are also considered to be quite high.<\/li>\n<li>Succession can cover three different dimensions in FBs: leadership, supervision and ownership succession. Overall, succession is the single most important challenge that owning families have to face.<\/li>\n<li>As we all know, few FBs survive the transition from one generation to the next. And it seems to get more difficult with each new generation. A single untalented or unsuitable family successor can be enough to bring the FB to its knees.<\/li>\n<li>In addition, the number of NextGen members from owning families who are ready and qualified to succeed them has steadily decreased over many years. Today the number is at a record low. Owning families often have no choice but to look outside.<\/li>\n<li>But many owning families have little or no experience with outside recruiting \u2013 and then often get it all wrong. Especially the first time, and even more frequently if they do not rely on professional help.<\/li>\n<li>Despite the obvious benefits of hiring outside executives, some FB owners have expressed great concerns about this option. They seem to perceive the transition to a non-family member as heralding a potential loss of power and control over their company. They argue that a family member \u2013 or at least an in-house candidate, who is well known and has proven themselves over many years \u2013 might be the safer option.<\/li>\n<li>And there is sometimes another \u2013 more emotional \u2013 motive for scepticism and even fear with regard to external succession, especially of the top job: FB owners not only want to pass on a business, but also a legacy to future generations.<\/li>\n<\/ul>\n<p>We examined the advantages and disadvantages of the appointment of an internal, as opposed to an external, successor:<\/p>\n<p><u>Internal CEO succession<\/u><\/p>\n<ul>\n<li>The most convincing argument <u>for<\/u> an internal appointment is often \u201ccontinuity\u201d; a successor who is promoted from within is a well-known quantity \u2013 and, in return, also already knows the organization. His or her learning curve will be less steep.<\/li>\n<li>The argument <u>against<\/u> internal appointments often has to do with \u201cchange\u201d. The more obvious the need for a significant change, transformation or reinvention of the business model, the more likely many owning families are willing to entrust such a task to someone with change management credentials from the outside.<\/li>\n<\/ul>\n<p><u>External CEO succession<\/u><\/p>\n<ul>\n<li>The perceived need for \u201cchange\u201d is one of the strongest arguments <u>in favour<\/u> of external appointments: an external CEO can more clearly signal a new era. A strong leader from the marketplace could bring knowledge transfer, a new perspective on the business and best practices from blue-chip professional organisations. And, more importantly, an emotionally unattached outside executive might be better suited to act as an effective change agent.<\/li>\n<li>The most frequent argument <u>against<\/u> external appointments has to do with risk assessment; the inherent risk of the search and hiring process, the risk that the new CEO will not adapt to the specific FB culture, and the risk of losing internal candidates.<\/li>\n<\/ul>\n<p><strong>FBs run by external managers seem to develop better than those run by the owners<\/strong><\/p>\n<p>PwC research shows that family-owned businesses managed by external executives grew better than those managed by the owners. While FBs managed by external executives grew on average by 7.0 percent in the period from 2015 to 2019, those managed by members of the owner family grew on average by only 4.9 percent. (These results are based on an analysis of the revenue compound annual growth rates of the 100 largest unlisted FBs worldwide).<\/p>\n<p><strong>FBs are better able to deal with the effects of COVID-19 than public businesses<\/strong><\/p>\n<p>COVID-19 has accelerated a shift away from the stereotype of the CEO as a charismatic, lone decision maker. And the pandemic has also strengthened the sense of responsibility that many FBs have traditionally shown towards their employees. The study clearly shows that FB owners feel obliged to be caring.<\/p>\n<p>The prevailing image of how a modern CEO should appear and communicate is now changing rapidly:<\/p>\n<ul>\n<li>The Corona crisis has accelerated the turning away from the stereotype of the super-charismatic alpha male. Caring has become more important than charisma \u2013 and humility has become one of the most important qualities of an authentic and convincing leader.<\/li>\n<li>A CEO\u2019s ability to adapt to the specific culture and environment of an FB is absolutely critical. It is at least as valuable as a high level of entrepreneurial and social competence. The potential to adapt and develop oneself further is also of critical importance.<\/li>\n<li>And in times of uncertainty, CEOs and owners have to become even more caring and inclusive in their communication \u2013 and create a \u201cpeople first culture\u201d.<\/li>\n<\/ul>\n<p>As far as external executives for FBs are concerned, one conclusion from our study is very clear: executives with \u201cgreat talent &amp; small ego\u201d are in demand! Successful external executives in FBs need to demonstrate an ability to control their ego \u2013 and to be aware of their place.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-6378f491f4dbaec880574339bdedde44 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-4e9c3b-107ea98dfade106b7725a8491425ae0d\">\n#top #wrap_all .avia-button.av-4e9c3b-107ea98dfade106b7725a8491425ae0d{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/fr\/trustedadvisor'  class='avia-button av-4e9c3b-107ea98dfade106b7725a8491425ae0d avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-b35993e42600e33d75f2bc643f3ea822\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-b35993e42600e33d75f2bc643f3ea822{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2021\/05\/AvS_TTA-2021-01_Getting-succession-right.pdf' class='avia-button av-av_buttonrow_item-b35993e42600e33d75f2bc643f3ea822 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":4,"featured_media":14897,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[53],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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