Home / Sections / Financial Topics / Business Transition: Plan Early, Communicate Often

Business Transition: Plan Early, Communicate Often

jan paul ferrer

By: Jan Paul C. Ferrer

 

As the Baby Boom generation continues its march to retirement, a significant number of entrepreneurs will soon begin the process of transitioning family businesses to the next generation. If you are about to embark on this journey, here are some of the potential pitfalls to avoid.

According to the 2016 U.S. Family Business Survey conducted by PricewaterhouseCoopers, only about 43% of private businesses have done any exit planning whatsoever.1 Failure to execute a business transition may lead to multiple negative outcomes, including:

1. Breakdown of communication and trust within the family unit.

2. Inadequately prepared heirs and absence of a clear vision or mission to align family members.

3. Failure by advisors to properly address taxation, governance and wealth preservation issues.

Pathways to Success

With success riding largely on a family’s ability to communicate and to clearly articulate a plan for the future, the following guidelines may help to ease the business transition process.

Start planning early

Get the process started years before the actual transition occurs. Some experts recommend building an exit/transition strategy into the initial business plan. As part of the planning process, business owners should create:

• Supporting structures, such as a family constitution and business bylaws to familiarize all parties with the rules of governance. Fewer surprises mean fewer conflicts and discord down the road.

• A clear vision for the business that involves all family members, whether or not they are active in running the business. Visioning is an effective method of allowing all stakeholders to share their personal goals for the business, which in turn helps create buyin and minimize future conflicts.

Prepare the next generation

Identify the skills and leadership qualities the business may need in the future, and then prepare young family members to fulfill those roles. This will likely require sharing knowledge and providing educational opportunities.

Manage conflicting priorities

It is not uncommon for younger and older generations to have differing, and conflicting, priorities for the business.

• Senior leaders may have concerns about whether the younger generation “has what it takes” to successfully run the business; anxiety about the next chapter of their lives (retirement, staying involved in some capacity); or worries about all children, including those not involved in the business, receiving a fair share of the family wealth.

• Members of the younger generation may be anxious “making their mark” on the business by taking it in a new direction; investing in new technologies or processes that may improve the business but require a significant capital outlay; and micromanaging by an owner remaining involved in day-to-day operations.

It is important that families express their concerns openly, and it may help to engage a professional facilitator. When all parties feel they are being heard and respected, the sense of commitment to the business – and the transition process – is strengthened.

Sources/Disclaimer

1PricewaterhouseCoopers, Family Business Survey 2016, http://www.pwc.com/gx/en/services/ family-business/family-business-survey-2016.html If you’d like to learn more, please contact Jan Paul C. Ferrer. Article by Wealth Management Systems Inc. and provided courtesy of Morgan Stanley Financial Advisor. The author(s) are not employees of Morgan Stanley Smith Barney LLC (“Morgan Stanley”). The opinions expressed by the authors are solely their own and do not necessarily reflect those of Morgan Stanley. The information and data in the article or publication has been obtained from sources outside of Morgan Stanley and Morgan Stanley makes no representations or guarantees as to the accuracy or completeness of information or data from sources outside of Morgan Stanley. Neither the information provided nor any opinion expressed constitutes a solicitation by Morgan Stanley with respect to the purchase or sale of any security, investment, strategy or product that may be mentioned.

Morgan Stanley Financial Advisor(s) engaged Via Times to feature this article. [Jan Paul Ferrer may only transact business in states where he is registered or excluded or exempted from registration [http://www.morganstanleyfa.com/ferrer. Transacting business, follow-up and individualized responses involving either effecting or attempting to effect transactions in securities, or the rendering of personalized investment advice for compensation, will not be made to persons in states where Jan Paul Ferrer is not registered or excluded or exempt from registration. Tax laws are complex and subject to change. Morgan Stanley Smith Barney LLC (“Morgan Stanley”), its affiliates and Morgan Stanley Financial Advisors or Private Wealth Advisors do not provide tax or legal advice. Individuals are urged to consult their personal tax or legal advisors to understand the tax and legal consequences of any actions, including any implementation of any strategies or investments described herein.

Leave a Reply

Your email address will not be published. Required fields are marked *

*

Scroll To Top