Business people in a meeting room behind lettering: 3 valuable practical tips

Prepa­ring for business succes­si­on - 3 practi­cal tips

In an inter­view with the FAZ, Nils Koerber, founder of the manage­ment consul­tancy K.E.R.N - Die Nachfolge­spezialisten ? pointed out major stumb­ling blocks in the prepa­ra­ti­on of compa­ny succes­si­on. He advoca­tes planning and managing the genera­ti­on change as a strate­gic project.

Successful business succes­si­ons last on avera­ge one to three years and demand the full atten­ti­on and time of the trans­fer­ring entre­pre­neur. Time that he must find in additi­on to the opera­ti­ve business. Here are three practi­cal tips for prepa­ring a successful business succession.

1.) Strate­gic project business succession

Koerber empha­si­s­es that the Genera­ti­on change in the compa­ny is a complex project and must be managed as such: “Entre­pre­neurs must not succumb to the miscon­cep­ti­on that a compa­ny succes­si­on can simply be handled in the course of every­day business. Rather, it should be planned just as compre­hen­si­ve­ly and precis­e­ly as a signi­fi­cant investment?

2.) Put the hando­ver schedu­le in writing

A roadmap with respon­si­bi­li­ties and milesto­nes (such as training to be comple­ted, transi­ti­on of respon­si­bi­li­ties) should be set out in writing for the upcoming trans­fer of the business.

Such a roadmap for the prepa­ra­ti­on of the business succes­si­on includes not only techni­cal tasks, such as the clari­fi­ca­ti­on of tax or legal issues, but also commu­ni­ca­ti­on topics, such as a regular succes­si­on jour fixe.

3.) Commu­ni­ca­te regular­ly and openly

Ideal­ly, the trans­fer­or and the succes­sor should regular­ly take time to discuss the status of the project and conflict issues. The use of a neutral modera­tor or a conflict-solving media­tor is recom­men­ded for more serious issues.

This is parti­cu­lar­ly true of family entre­pre­neurs, as family ties and genera­tio­nal role behaviour are parti­cu­lar­ly prono­un­ced here.

Regular and open commu­ni­ca­ti­on is the easie­st way to estab­lish a clear defini­ti­on of tasks with corre­spon­ding respon­si­bi­li­ties and to imple­ment a soluti­on-orien­ted attitu­de of the project parti­ci­pan­ts in every­day life.

These are just three points that Nils Koerber addres­ses in this inter­view. You can find the comple­te inter­view on prepa­ring for business succes­si­on here direct­ly at the FAZ.

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