Generational Transition and Business Strategy: “That’s Where theFuture of a Company Is Decided”
Dr. Nieddu, how central is the issue of generational transition in strategic businessconsulting?
It’s extremely central! For us, it’s a fundamental component of the growth paths we build withour clients. When we talk about development strategies for the next 3–5 years, launching newproducts, or entering new markets, we are inevitably talking about the future. And the future ofa company is closely tied to who holds and manages control. Generational transition is thereforenot just a corporate or financial matter—it is a lever for strategic direction.
In what sense is it strategic?
Because it requires deep reflection on identity, governance, and vision. Founding parents oftenhave a natural tendency to preserve what they’ve built—which is understandable. But when the next generation is able to step into a leadership role, it can trigger a wave of renewal: newbusiness models, new technologies, expansion into foreign markets. When well-orchestrated,generational transition can become a real accelerator of change.
What happens when the next generation doesn’t want to join the company?
This is becoming increasingly common compared to the past. And it’s a critical moment becauseit raises important questions about the company’s future. In these cases, our consulting shiftsto a broader scope: we assess the entry of external managers, redesign governance structures,and explore possible exits, mergers, or alternative succession plans (including IPOs). Even here,the key point is ensuring continuity—not only operationally but also in terms of values andcompany culture.
What tools do you use to address these dynamics?
We work on two interconnected levels. On one side, there’s technical and financial analysis:corporate structures, governance, taxation. On the other, there’s intergenerational dialogue: wefacilitate discussions and help translate differing visions into shared strategies. It’s a processthat requires sensitivity, as it touches personal, family, and emotional dimensions. But whenproperly supported, this journey can lead to deep and lasting transformations with a future-oriented outlook.
What can an entrepreneur do when they have a development project but lack the resourcesto carry it out alone?
Today there is a pathway that is becoming increasingly concrete for many entrepreneurs,especially when the founder lacks the financial capacity to support growth projects on their ownor when there are no heirs ready to take over the business right away: opening up capital.Generational transition isn’t just about internal succession—it’s also about external strategicvision. There are entrepreneurs with clear ideas and ambitious expansion plans—opening newmarkets, digitizing the company, launching new products. These initiatives require capital andspecific resources, and often the founder cannot fund them alone. In such cases, MUSE Strategysupports companies from the initial evaluation of possible options: from crowdfunding to thesearch for an industrial partner, all the way to opening equity through tools such as privateequity or, when conditions allow, an IPO. However, before discussing finance, it is essential tohelp the entrepreneur clarify where they want to take the company, what skills are needed interms of know-how, and what resources are required to achieve that vision. Only after definingthis broader vision can the entry of new capital be properly assessed.
In conclusion, what role does MUSE Strategy aim to play in this process?
We want to be a trusted partner—more of an “advisor” than just a “consultant”—able to helpthe entrepreneur and their family clearly understand the present and build the future withcourage. Generational transition isn’t just a phase to go through; it’s an opportunity to rethinkthe company’s course. And we’re here to contribute with method, expertise, and vision.