A smooth succession requires successors who possess knowledge and experience beyiond that of the founder.
The Precarious Transition -These struggles for power and prerequisites are more bombs exploding in the foundation of the business, bombs whose fuses were set long ago during the heirs' formative years. And the transition is the time the business is least able to withstand those little explosions. The power vacuum left behind by the founder is not only felt within the family. It is felt throughout the management team and outside the company, by customers, suppliers, and other people who have worked so closely with the founder for so many years.
The non-family managers,the family employees, and non-working owners have a very great vested interest in continued success and profitability of the company. Unless convinced the chief executive officer and other top family mangers are competent, they will become obstructionists, laying obstacles in the path of decisions the management makes, reluctantly carrying out orders, and putting heavy pressure on the CEO to perform to a whole set of subjective standards.