Share transfer is only part of the process
A transition can be formally completed while decisive questions remain unresolved: who has final authority, who manages banking relationships and who takes operating responsibility? Designing roles first also helps clarify the choice of wealth and corporate structures.
Prepare people and information
The next generation needs access to data, opportunities to decide and clear accountability criteria. The outgoing generation should be able to distinguish stewardship of the vision from day-to-day control. Reporting and delegated powers help make that balance concrete; legal and tax advisers then translate choices into appropriate instruments.
A useful exercise
Mapping recurring business decisions and assigning a current and future owner to each reveals dependencies and capability gaps. It provides a starting point for discussing timing, mentoring and external management without turning every organisational choice into a question of family membership.