Generational transition in a family business involves much more than simply determining who will assume a leadership role. That was one of the key concepts discussed by Rodolfo Gioscia, MBA, who serves as a professor of Family Business Management at ORT, during the event “Generational Transition in Family Businesses: Much More Than Just Succession.”
“I come from a family of entrepreneurs,” he said. Drawing on his experience as a member of that family and as a consultant to organizations, Gioscia explained that a company’s continuity depends as much on management issues as it does on family dynamics.
In that regard, he maintained that planning must take into account shared goals, the development of future generations, and the creation of spaces for dialogue, in addition to governance tools. These are some of the key themes addressed in the Programme : Generational Transition in the Family Business offered by the Business School, where Gioscia is a faculty member.
Power Supplies
During the conference, he also emphasized that managing family conflicts is one of the most important factors for business sustainability.
“The most painful family conflicts usually begin when someone feels belittled. That creates resentment and pain that will eventually erupt. And the worst part isn’t when it erupts between the people involved in the conflict. The worst part is when it erupts among the children,” he said.
As he explained, when personal differences are not addressed in a timely manner, they can be passed on to subsequent generations and affect the company's operations.
Another key issue addressed was the need to promote the entrepreneurial spirit among younger generations and to supplement family talent with outside professionals when business growth requires it. For Gioscia, preserving the legacy also means driving innovation and adapting to changes in the business environment.
Learn about the seminar“Generational Transition in Family Businesses”
Start date: August 6, 2026
Identity and Work
He also noted that another source of conflict often stems from the link between identity and one's profession or trade. Many people do not want to retire because their work is directly tied to their identity.
“Retiring from a company is a difficult stage in life.” In that regard, he emphasized the importance of supporting and accompanying the person in question.
Facilitating a planned transition, while respecting both the needs of the company and those of the people involved, helps to strengthen the long-term continuity of the family business.
https://youtu.be/VrvzUvhlN0E?si=emePO7EwNe_zSoOK