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The successful kitchen construction joinery with 20 employees is about to be passed on from the second generation to the third. Over the years, the company has grown steadily and successfully established itself on the market. The first-generation businesswoman, who continued to work in the company well into old age, had a strong influence on the company’s culture. Now, the two parents who have been actively running the business want to hand over the reins to one of their two daughters and her husband.<\/p>\n
The consultation focused on the handover from the parents to the daughter and her husband. Together we developed a strategy, defined a clear corporate structure and a newly regulated information process, moving from what had previously been an informal to a formal communication culture.<\/p>\n
The succession process lasted for more than four years. First of all, we drew up a detailed schedule to get the handover underway. Important aspects of this included the business valuation, as well as establishing common values and regulating responsibilities and competences.<\/p>\n
Developing a common understanding of the different points of view took time. The same can be said for adapting the information and communication system between the two generations and between staff. Part of the process of developing a formal structure was to introduce a board of directors.<\/p>\n
Trustees, tax advisors and financial advisors were consulted in this process. Marriage and inheritance contracts were drawn up by experts in close dialogue with the family members.<\/p>\n
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