Succession Cases Overview
Location Firm Type Ownership Structure Succession Challenge Your Role / Activities Succession Phase Governance Instruments Time Horizon Outcome
Portugal 4th-generation ceramic manufacturer 100% family-owned Founder reluctant to hand over operational control despite capable successor Successor coaching; facilitation of cross-generational dialogue; design of transition roadmap Preparation → Transition Clarified decision-rights; Established advisory board 18 months Smooth leadership transition; founder stepped into advisory role
Abu Dhabi Regional logistics & warehousing group Family enterprise w/ external minority investors Sibling rivalry; need to unify family behind one CEO candidate Leadership assessment; board alignment; conflict mediation Diagnosis → Preparation Family council charter; Board-role clarification 12–14 months Agreed-upon CEO appointment; improved family unity
UK Premium food brand scaling internationally Family-owned SME + private equity partner PE pressure for accelerated transition; successor not yet fully developed Capability-building plan for successor; coaching; incumbent role redesign Preparation Succession timeline architecture; Performance scorecards 10–12 months Handover completed on schedule; strengthened leadership pipeline
US East Coast Medical devices company (Compustat 1000) Founder-led, publicly listed Board dependency on founder; lack of structured CEO succession pathway Board advisory; talent review; benchmarking internal & external candidates Diagnosis → Preparation Board succession protocol; Emergency succession plan 24 months Board-approved CEO succession; first non-founder CEO installed
California Direct-to-consumer apparel company Family-owned + VC-backed Successor strong on product but inexperienced operationally Executive coaching; organization redesign; leadership-team restructuring Preparation → Transition Operating model redesign; Delegation & escalation matrix 9–15 months Successor became CEO; new operating rhythm established
China Multi-plant electronics manufacturer Sibling partnership Conflicting second-generation roles; lack of alignment on successor Assessment of next-gen; mediation; drafting of family constitution Diagnosis → Preparation Family constitution; Governance calendar; Conflict-resolution protocol 18–24 months Agreed role allocations; appointment of shared-services CEO

About Me

I am a professor at The Wharton School. Before joining Wharton, I was a professor at INSEAD. I got a Ph.D. from Stanford University, a Master's degree from the London School of Economics (LSE), and a Diplom-Kaufmann from the University of Mannheim. I was also the founder-CEO of a company. When I left the company, it had 25 employees and customers in 80 countries. The CEO-succession was successful - and as of 2025, the company continues to thrive.


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