Transitioning a Family Business to the Next Generation

ARTICLE | August 15, 2025

Authored by Aprio, LLP

At a glance

• The main takeaway: Family business succession is not merely a financial transaction, it’s a multifaceted journey that blends emotional legacy, operational continuity, and financial strategy.
• Impact on your business: Without clear governance, documentation, and communication, transitions may lead to disputes, loss of enterprise value, and fractured relationships.
• Next steps: A well-structured plan assures continuity, protects wealth across generations, and supports the family’s long-term vision.

The full story:

Family business succession is not merely a financial transaction, it’s a multifaceted journey that blends emotional legacy, operational continuity, and financial strategy. It involves leadership transition, ownership transfer, and long-term governance, while balancing legacy, emotional dynamics, and wealth preservation.

Without a well-structured succession plan, families risk losing not only enterprise value but also the harmony that sustains their legacy. Our latest article explores strategies for navigating succession planning.

Succession planning is a multifaceted journey

It’s more than a transaction; it’s a transfer of knowledge. Oftentimes, family business succession planning is very emotional. For high-net-worth families, the founder usually views their business as their “life’s work.” Succession planning must honor this emotional investment while assuring operational continuity.

Governance and financial complexity

Succession planning must consider the expectations of all family members. In recent times, there has been a noticeable decline in children who wish to take over the family business. Founders usually envision their businesses as being passed down through generations, anticipating multi-generational ownership and leadership. However, many children are not interested in continuing the family legacy, leading to various family conflicts.

Family conflicts often arise from emotional or values-driven issues, financial disagreements, or concerns related to succession planning. In some cases, no one may want to take over the business but still expects to reap the financial benefits. Another situation is one child takes over and the other does not, yet both expect financial rewards since it is a family business. Children’s reluctance to take over presents additional complexity in family governance, as discussions about ownership and transition can become sensitive when money is involved.

Starting early is essential

Early conversations about succession planning are ideal. As they say, timing is of the essence, and those early conversations must align with the readiness of both parties. A child may express interest in their 20s but might reconsider in their 30s. Succession planning is not a singular event; it’s a very fluid process where the family and their advisor should consider all possibilities that could happen during and after the transition.

The goal of a successful transition is to assure the continuity of the business. Planning should focus on employee retention, maintaining family harmony, and understanding tax implications. Ideally, the process should be mapped out years in advance and transitioned gradually, with ongoing feedback and business coaching to support a successful transition.

Legal documentation matters

Just because it’s family doesn’t mean it should be informal. We recommend getting everything in writing whenever possible. Take time to have a healthy discussion on employment contracts, compensation plans, and governance policies. These legal documents remove emotion from sensitive decisions and assure clarity for all parties. Think of it as a business prenup: not a sign of mistrust, but a safeguard for everyone involved.

Contingency and crisis planning

Retirement, legacy preservation, and wealth preservation are the top reasons for engaging in family business transitions. However, the continuity of the business may be jeopardized if the owner experiences declining health. Life events such as illness or sudden death may require temporary transitions to family members, even if long-term plans involve external successors. Consult your family’s advisor for contingency strategies for unexpected life events.

Sometimes, succession involves in-laws or extended families, and it adds complexity to the planning. Legally, they are part of the family, but these transitions require extra governance counseling. The discussion should focus on clearly defining ownership, compensation, and long-term commitment for the family business. There’s no one-size-fits-all solution—what matters is clarity, documentation, and alignment with family values.

Business-specific planning beyond the will

Business succession requires careful planning. Buy-sell agreements, trusts, and governance policies must be tailored to fit the business’s structure and the family’s goals. It is essential to consider the needs of employees, customers, and investors, not just family members, during succession planning.

As noted earlier, legal documents play a vital role in the transition of family businesses, especially since there are life and business events that you can’t foresee.

The bottom line

For private clients and high-net-worth families, succession planning for family businesses requires emotional intelligence, strategic foresight, and robust legal planning. With the right approach, families can preserve their legacy, protect their wealth, and assure the longevity of their enterprise.

Please connect with your advisor if you have any questions about this article.