There is a new white paper from the UHNW Institute, the think tank, exploring succession models and how handling this crucial aspect of family enterprise must be updated for new circumstances.

A new white paper from the UHNW Institute, A Blueprint for Multi-Generational Success: Building a Coalition of the Willing, argues that traditional “baton pass” succession models are no longer fit for purpose in complex, multi-generational family enterprises.

For decades, advisors and families have defaulted to a simple question: who will run the business when the  leader steps aside? Historically, leadership and often ownership transferred to a single successor, frequently the eldest son. While this model suited founder-led businesses in their early stages, the authors contend that it becomes increasingly strained as ownership expands across generations and branches of the family.

To view the link about the white paper, see here.

Instead of a single successor model, the paper advocates for what it calls a “multi-generational coalition of the willing.”

The concept builds on the established “four-room” governance framework – ownership, board, management and family – but argues that today’s family enterprises must evolve beyond a single “room” of centralized control. As families grow in size and complexity, governance structures must expand accordingly, adding new “wings” and specialist forums that clarify roles while encouraging broader participation.

The authors liken first-generation governance to a single room in which all key decisions are concentrated in one or two individuals. In later generations, this structure must be renovated. New councils, committees and boards – such as owners’ councils, junior boards, rising generation forums or family councils – can provide defined spaces for decision-making, education and engagement. The aim is to create both differentiation (clear boundaries between roles) and integration (coordination across them).

Central to the coalition model is the articulation of shared purpose. Families are encouraged to ask why they want to remain owners together, how they define success, and what future they envision for both the business and family.

Profitability alone is rarely sufficient; community impact, legacy, stewardship and family unity often carry equal weight.

The paper stresses that succession should not be viewed as a one-off event, but as a continuous, inclusive process. By shifting from “one” decision-maker to “many” contributors, families can tap into a wider pool of skills, perspectives and human capital. This approach, the authors argue, strengthens resilience, improves decision-making quality and reduces the risk of conflict as ownership broadens.  

However, structural reform alone is not enough. Building a coalition mindset requires changes in attitudes and behaviors across generations. Rising generations must be prepared for meaningful roles; senior leaders must be willing to share authority without necessarily stepping aside entirely. The model allows additional “chairs at the table” rather than forcing generational displacement. 

The paper concludes that modern family enterprises face increasing longevity, greater ownership fragmentation and more complex stakeholder dynamics. In this context, strength lies in unity. A collaborative governance model that engages both senior and rising generations can provide continuity, adaptability and long-term sustainability.  

Part one focuses on structural redesign; a second instalment will examine the personal transformation required to make such coalitions work in practice. The second half of the white paper will be published next month.

To view the Institute's website click here.