Robert A. Sedlák
Founder and CEO transformis Consulting SE | Guest Professor ECNU Shanghai | Certified Business Mediator (German Mediation Act) | Head of the Family Businesses competence team
Succession in transformation
Succession Support and Transition Stabilisation
Accompanying the handover of responsibility and keeping the organisation able to act during and after the change.
A succession changes more than roles. Established communication and decision-making routines are put to the test, and leadership structures that have sometimes grown over generations are called into question. Succession support becomes important when the handover puts customer relationships or knowledge at risk, when uncertainty among the workforce becomes noticeable, or when the business family and management are not sufficiently aligned.
What you come away with
- An agreed handover architecture with timetable, roles and meeting formats
- A communication plan for employees, customers and partners
- Agreed reviews to assess the new leadership structures
How we work
- 01
Plan the handover
Set the timetable, roles, bodies and meeting formats for the handover.
- 02
Communicate
Inform employees, customers and partners at the right time.
- 03
Hand over
Transfer responsibility and decision-making rights in a transparent way.
- 04
Stabilise
Review new leadership structures and adjust them where needed.
Designing a handover architecture
Together with those responsible, we plan the course of the handover: which responsibility passes over when, how the outgoing generation's withdrawal and the successor's introduction are shaped, and which bodies and meeting formats are needed. The tensions between company, family and ownership are explicitly taken into account.
Shaping internal and external communication
Standstill or uncertainty in a succession rarely goes unnoticed by employees, customers and business partners. We therefore shape internal and external communication: what has been decided, what is still open, and who is informed when. A communication process is agreed between the outgoing and the incoming generation, reviewed regularly and adjusted where necessary.
A succession is only complete when the new responsibility takes effect in the organisation's day-to-day work.
Stabilising the organisation after the change
After the formal handover it becomes clear whether the new roles are actually taking effect. Together with the new leadership, we observe where old decision-making paths persist and where leadership structures need to be adjusted. A generational transition can also be the occasion to move from leadership centred strongly on one person to a more participative style of leadership.
Book an initial callFormal handover and actual responsibility
A succession can be formally complete while actual decision-making authority remains with the previous generation. The organisation then experiences dual leadership, and employees do not know whose word counts. We therefore make sure that new responsibilities come with real decision-making rights and that the future role of the outgoing generation is clearly described.
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The withdrawal should be orderly, but consistent and respectful. In a documented generational transition at a family-owned car dealership group, management was officially handed over two years after the process began; the previous owner took over the chair of a newly established supervisory board. Such solutions are specific to each case, but they show that a new role for the outgoing generation can be part of the architecture.
Organisation and leadership in the generational transition
A generational transition can change the entire organisation. New structures emerge, leadership cultures are questioned, and employees wonder what will remain of the old ways. We therefore link the handover with organisational development: leadership structures and organisational design are reviewed, key players are involved, and management teams are put together so that they can carry the succession.
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Communicating the new leadership and the vision for the future together is an opportunity. The organisation learns not only who will lead in future but also where the company is heading. Feedback from employees and the wider environment is taken up and feeds into the next steps.
Deliverables: An agreed handover architecture with timetable, roles and meeting formats; A communication plan for employees, customers and partners; Agreed reviews to assess the new leadership structures.
The support covers roles, leadership, communication and organisation. Legal, tax and financial aspects of the transfer are handled by the relevant specialists. Scope and duration depend on the starting point; our service portfolio describes three to 18 months for shaping transition processes.
Frequently asked questions
When should the support begin?
As early as possible. Those who address the handover in good time gain time to prepare it carefully and can plan the day of the handover so that the successor can then concentrate on the business.
What does transition stabilisation involve?
Accompanying the new leadership in the first months, regular reviews between the generations, adjusting leadership structures and communicating with employees, customers and partners. Which elements are needed depends on the starting point.
How does the support relate to the succession strategy?
The succession strategy clarifies who takes on what and with which vision for the future. Succession support puts these decisions into practice during the transition and makes sure they take effect in the organisation.
Prefer to talk directly?
What decision are you facing? Together, we clarify your situation, the people involved and the right next step.
Your initial call
Let’s talk about your situation and what you want to develop in your organisation.
- Your situation
- What brings you to us
- Possible next steps