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This article focuses on the performance of SMEs after a succession, focusing on innovation practices. To do this, we administered a questionnaire to 90 managers of French SMEs. Using the SEM-PLS approach, the results indicate that the innovations implemented by the new leader have a positive impact on post-succession performance. Whether it is an internal or external succession, the multi-group analysis reveals that the innovations made by the new leader have a positive impact on post-succession performance. This multi-group analysis also reveals that when the new manager has no experience, a fortiori in a company whose capital is diluted, the innovations made do not have a significant impact on post-succession performance, contrary to an experienced manager or in a structure whose capital is concentrated.JEL Codes: D83-G34-O31