Succession challenges: The first non-partner CEO.
It is estimated that more than 85% of companies in Brazil are family-controlled. The scenario is no different in most of Latin America and Europe. Built by intuitive entrepreneurs with a great aptitude for risk and challenging most family-controlled companies, they are a source of great pride for their founders, their children, employees, and the people who surround them.
However, many family businesses need to survive the transition between generations. And one of the main challenges in these companies is the succession of their partners, especially the founders.
This MAIO study addresses the complexity of CEO succession in family businesses, highlighting trust-building and respectful integration as key elements. The material combines decades of founder experience with real-world case studies, offering an in-depth perspective on managing delicate transitions and sustaining a business legacy.
Main points covered in the study:
- Reasons that make the succession of partners fail;
- Importance of Trust in Relationships;
- Preparation and Integration of the New CEO;
- Respect for Existing Culture and People;
- Management of External Relations and Communication;
- Origin and Selection of the New CEO.
in Portuguese
