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McKinsey: Outgoing CEOs, not heirs, drive family business succession failures

McKinsey research indicates that family-owned businesses tend to underperform for five years following a CEO transition, with returns falling by an average of 5.7%. Contrary to popular belief, the data suggests that the successor's quality is not the primary issue. Instead, the outgoing CEO's approach to leaving, either by departing too abruptly or by remaining too involved, significantly impacts the business's post-transition performance. AI

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RANK_REASON The cluster contains a research report from McKinsey analyzing business successions. [lever_c_demoted from research: ic=1 ai=0.1]

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McKinsey: Outgoing CEOs, not heirs, drive family business succession failures

COVERAGE [1]

  1. Fortune TIER_1 · Acha Leke, Chaitali Mukherjee ·

    McKinsey studied 200 family business successions. The biggest problem wasn’t the heir — it was the outgoing CEO

    New research across 50 countries finds family-owned businesses underperform for five years after a leadership transition — and the culprit is usually the person leaving, not the person arriving.