“You too, Brutus!” How to make strategic regeneration accepted during family succession
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TexteLangue : français Détails de publication : 2020.
Ressources en ligne : Abrégé : During family succession, a phase of joint leadership is frequently observed, in which the successor and his or her predecessor share responsibilities. This phase allows the successor to propose changes in the strategic orientation and management methods of the family business. But is it easy to get these choices accepted when they may go against previous decisions? Conflicts are possible between the predecessor—who favors a certain level of stability—and the successor—who wishes to regenerate the company. How are such situations managed?
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During family succession, a phase of joint leadership is frequently observed, in which the successor and his or her predecessor share responsibilities. This phase allows the successor to propose changes in the strategic orientation and management methods of the family business. But is it easy to get these choices accepted when they may go against previous decisions? Conflicts are possible between the predecessor—who favors a certain level of stability—and the successor—who wishes to regenerate the company. How are such situations managed?
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