© 2017


Strategic transitions in family and founder-led businesses


  • Blends a deeply practical approach with rigorous research

  • Aimed at a new generation of leaders taking on family businesses

  • Shows how focusing on change, rather than continuity, can provide competitive advantage


Table of contents

  1. Front Matter
    Pages i-xix
  2. Succession for Continuity

    1. Front Matter
      Pages 1-1
    2. Harry Korine
      Pages 3-13
  3. Succession for Change

    1. Front Matter
      Pages 25-25
    2. Harry Korine
      Pages 51-61
    3. Harry Korine
      Pages 63-73
  4. Perspectives

    1. Front Matter
      Pages 75-75
    2. Harry Korine
      Pages 77-91
    3. Harry Korine
      Pages 93-103
    4. Harry Korine
      Pages 105-116
  5. Back Matter
    Pages 117-121

About this book


Korine reframes the question of succession in family and founder-lead businesses as an issue of entrepreneurial choice, concentrating on the challenge of succession for change as opposed to the traditional focus on succession for continuity.

It is inevitable that when the leaders of family and founder-lead businesses look to pass on the mantle they naturally want to preserve and maintain the firm they have worked so hard for so long to build up. The shaping influence of family or founder, and the instinctive emotional desire for legacy easily sways succession towards continuity rather than the possibly radical development the business may need to meet new challenges.

Succession for Change shows how competitive advantage has evolved over the last twenty-five years and examines the approaches being adopted by current business leaders, succession service providers and the next generation to address the change imperative in succession.

Korine’s rigorous research and deeply practical approach shows that when change becomes the focus of succession, and developing entrepreneurial values takes precedence over preserving the status quo, succession planning can ensure that firms not only survive the departure of their founders but thrive long after they have gone. He offers a framework for implementing succession as transformation, and rethinking succession governance. 

The secret is enabling the next generation of leaders to stand on the shoulders of giants rather than be constantly doomed to stand in the shadow of giants.  


Entrepreneurial values Family business Leadership Succession planning Governance

Authors and affiliations

  1. 1.INSEADFontainebleauFrance

About the authors

Harry Korine (PhD, INSEAD) is an Adjunct Professor of Strategy at INSEAD and a Lecturer in Corporate Governance at the London Business School. His research has resulted in several books and numerous articles, including “The Leap to Globalization” (Jossey-Bass, 2002), “Entrepreneurs and Democracy”, (Cambridge University Press, 2008) and “When You Shouldn’t Go Global”, (Harvard Business Review, 2008). His most recent book, “Strong Managers, Strong Owners”, was published by Cambridge University Press in 2014.  In his capacity as a private consultant, he has worked with family and founder-led businesses around the world on questions of strategy, governance, and succession.

Bibliographic information