Service of SURF
© 2025 SURF
PurposeThis study explores how and when intuitive forms of planning can be used in a family firm's succession process.Design/methodology/approachThe study uses an extended focus group meeting, consisting of individual, group and subgroup discussions with seven highly experienced external family business advisors in the Netherlands to gain a holistic understanding of the succession process and its underlying logic. The study also employs pre- and post-group questionnaires.FindingsThis study reveals that advisors perceive intuitive forms of planning as an integral part of the succession process, with the latter containing both intuitive and formal logic and activities. Both logics are used situationally and flexibly to deal with the uniqueness and unpredictability of the succession process and to build strong relations and manage relational dynamics in business families to address tasks, dilemmas and contingencies.Originality/valueThe succession process is an important part of business families' achievement of transgenerational intent. Creating commitment among potential successors begins when they are children, and understanding the role of the more intuitive forms of planning during the succession process will provide us with a more holistic perspective on its dynamics.
Entrepreneurship is often used as a synonym for starting up a new business. Existing SMEs — from purchasing to succession — are all too often left out of the picture. This booklet tells the stories of those involved in handing over their businesses to the next generation. It’s an honest and straightforward account of incumbents and their young successors. Ten case studies show the complexity of the succession process from a range of perspectives. The new generation of business owners show that they are go-getters who aim for growth and are eager to renew the firm. With some support they are capable to run the business — often to the surprise of the incumbents. Being better educated the successors bring in new abilities, like digital skills, recognize new opportunities and markets and seem to have a stronger strategic orientation. Incumbent often value their contributions, but sometimes the new ideas lead to tensions. It seems special programmes and graduation projects on business acquisitions and family succession help to ensure hand-overs more quickly. The first step though is to start a dialogue with the current owner — that will often be the current boss or the parents. Incumbents often give their successors some freedom, but they expect initiatives to come from the younger generation and a strong commitment. Because running a business isn’t just a part of your life — it is your life.
LINK