Image: Prof. Dr. Alexander Zureck
1. Introduction: Old Models—New Realities
For a long time, business succession was a local issue: The handover usually took place locally—often even in the same town. But this reality is changing. The next generation is globally connected, lives flexibly, and works from anywhere. As a result, the requirements for succession processes, leadership models, and ownership structures are also changing.
According to a study by XING (2023), over 70% of 18- to 34-year-olds want more flexibility in terms of time and location in their daily work lives. At the same time, according to Deloitte, more than half are considering taking a sabbatical—for rest and rejuvenation, further education, or career reorientation.
Leadership is also being reimagined: The Deloitte Global Gen Z and Millennial Survey shows that 62% of respondents expect their supervisors to act as mentors rather than traditional authority figures. In an onlyfy/XING survey (2023), 86% of Gen Z respondents cited “flexibility in terms of time and location” as a key factor in a company’s appeal.
2. The Next Generation: Digital, Mobile, International
Today’s potential successors think globally, act flexibly, and have visions that differ significantly from traditional leadership models. Many have studied abroad, maintain international networks, and work on a project basis as well as remotely.
Instead of taking over a permanent desk at their parents’ company, they want to lead companies from San Francisco, Lisbon, or Cape Town. What sounds disruptive actually opens up enormous potential—for innovation, international expansion, and fresh momentum within established structures.
Large companies are already responding as well. At Bosch, for example, “Smart Work” allows employees to self-organize their choice of remote and in-office work times—even abroad. 3M promotes individual flexibility, while Capgemini explicitly supports sabbaticals and flexible work schedules.
And even smaller companies are setting new standards—such as Lebensentdecker GmbH or Bookminders Inc. (see below). The transformation is reaching small and medium-sized enterprises.
3. Challenges of Traditional Succession Models
Traditional succession processes often fail not because of a lack of willingness to take over, but because of outdated expectations. Mandatory on-site presence, rigid hierarchies, and inflexible IT infrastructure deter many successors.
Creative freedom, self-fulfillment, and a healthy work-life balance are becoming increasingly important. These include flexible work hours and locations, meaningful tasks, professional development opportunities, creative freedom, mentoring, and a healthy, supportive work environment.
4. New Approaches to Succession—New Roles
What if business succession no longer depended on in-person presence? What if ownership, operational control, and strategic leadership were distributed flexibly, and transitions were conceived as a dynamic process?
Virtual onboarding phases, flexible ownership models, and mentoring are possible alternatives to an abrupt transfer of power. Roles can be divided, strengths emphasized, and transitions managed smoothly. Digitalization opens up new opportunities in this area.
5. Taking Intercultural Perspectives into Account
This is especially true in international family businesses: intercultural communication, differing legal frameworks, and cultural values must be taken into account.
A German-American successor may bring not only a new language but also a different understanding of leadership or a different risk tolerance—all of which are potential drivers of innovation.
6. Workshop Formats and Coaching as Key Tools
Modern coaching and training formats help companies jointly shape succession processes—on an equal footing. In structured workshops, expectations are clarified, digital leadership models are developed, and future-oriented role models are designed.
International case studies show that location-independent leadership has long been a reality. Lebensentdecker GmbH (Germany) offers remote accounting services with a decentralized team. Bookminders Inc. (U.S.) is fully digitally organized and carries out client projects remotely. MySwimPro Inc. is led by its CEO from two continents—a model for global succession.
7. Conclusion: Those Who Want to Succeed Don’t Have to Stand Still
Succession must adapt to the real-life circumstances of the successors—not the other way around. Companies that understand this open up new opportunities for themselves: for innovation, global scaling, and sustainable, cross-generational collaboration.
