Leading the Family Business Through Succession

Harry Korine is a professor and consultant who advises business owners, board members and executives on leadership and value generation. He teaches corporate governance, global strategy and family business at the London Business School, the University of St. Gallen and INSEAD. He is based in Zurich, Switzerland.Michael Hilb is founder of DBP Group and a board member of multiple organizations. He is a titular professor at the University of Fribourg and teaches strategy, entrepreneurship, corporate governance and family business at the Universities of St. Gallen and Zurich and Singapore Management University. He is based in Burgdorf, Switzerland.

"Successful family enterprises that are able to thrive over generations don't "just happen" they are led. Harry Korine and Michael Hilb understand that succession should always be viewed as an opportunity for strategic renewal that must balance continuity and change and that requires leadership from both generations. I recommend this book wholeheartedly."

• Chapter - 00: Introduction;Section - ONE: Trust maturity: Social psychology;Chapter - 01: From parent/child to adult peers: Level conversations;Chapter - 02: From obligation to aspiration: Reset expectations;Chapter - 03: From conflictual rivalry to negotiated accord: Apply fair process;Section - TWO: Capability appreciation: Strategic thinking;Chapter - 04: From legacy vs change to legacy & change: Reassess goals;Chapter - 05: From practice vs theory to practice & theory: Review structure;Chapter - 06: From internal vs external to internal & external: Rethink practices;Section - THREE: Role respect: Governance processes;Chapter - 07: From wait your turn to horses for courses: Defy convention;Section - 08: From dominant leadership to governance: Strengthen systems;Chapter - 09: From succession to co-evolution: Grow leaders;Section - FOUR: Navigating the transition: Action;Chapter - 10: Leadership practices: Promote the aspirational and uphold the foundational;Chapter - 11: Transformation initiatives: Launch, build momentum, embed and conclude;Chapter - 12: Learning opportunities: Understand, discuss, apply and shareChapter - 13: Epilogue