L'échec des successions des fondateurs d'entreprise : avoir les défauts de ses qualités
RésuméMany business owners spend a great deal of time thinking about their succession. And yet, the evidence clearly shows that ensuring a family succession is a very difficult challenge that often ends in failure. This article, which is based on coaching experiences spread over a period of 15 years...
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| Format: | Article ou chapitre numérique |
| Langue: | Français |
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2011
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| Accès en ligne: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| Résumé: | RésuméMany business owners spend a great deal of time thinking about their succession. And yet, the evidence clearly shows that ensuring a family succession is a very difficult challenge that often ends in failure. This article, which is based on coaching experiences spread over a period of 15 years and involving 11 company founders, provides us with insight into the human factors at work within entrepreneurial families. We observe that the success of company founders is closely linked to the aggressive approach they take to managing their businesses. This aggressiveness is related to three attributes possessed by these founders: a strong focus (they are constantly thinking about their company); independent thinking (they are independently minded); and a strong vitality (they have a lot of energy). However, while this aggressive approach can be an advantage for the founder’s business, it can work against members of the founder’s family – that is, the spouse or future successors. Our study shows that the spouse of a company founder often plays a decisive role in the success or failure of a succession, because the spouse must focus his or her attention on the family and act as a buffer against the aggressiveness of the founder so that their children can develop the skills and aggressiveness necessary to become successors who will be successful in business. |
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