Directing Change: Effective Succession Planning for a Business Transition

Change is an inevitable facet of life as well as business. One of the most impactful transformations a company can undergo is an ownership transition, yet it often is overlooked in a company’s long-term strategic vision. And, while many companies have succession plans, these plans frequently neglect this critical element. 

The prospect of transitioning ownership can be daunting for many business owners and may lead to putting it off until a life event forces a sale. A basic succession plan, if a company has one at all, will often identify the next C-suite leaders without addressing any potential ownership transition. Every stakeholder has skin in the game when it comes to the company’s continuity and stability. Key managers, employees, customers, suppliers, third-party advisors and banking partners should feel confident in the organization’s survival well beyond the current ownership structure. 

Through deliberate planning, education, and transparent communication, a business transition plan can establish a foundation for preserving both company and founder legacies while fostering sustained operational success.

What is a Business Transition Plan? 

A business transition plan can help an owner control how and when to transition their business with the best chance for a successful outcome that meets owner and company goals. A proper ownership transition plan is developed in stages, starting with education, followed by planning and eventually, execution.

With ample time for education and planning, business owners can implement a strategy that maximizes company stability through considerations like talent development, risk management, strategic alignment and employee engagement; with a goal of achieving a fair value for their business interest, all while minimizing tax consequences to provide as much value as possible to them and their families.

With various business transition options available, having a roadmap outlining the potential options is critical to properly execute on strategic planning initiatives that align with company culture and vision, as well as maximize value during good and bad economic times to protect the value already created.

Implementing a Business Transition Plan

Developing a business transition plan typically begins with assessing the current state of the business, setting clear goals, understanding the business's valuation, and identifying strategic alternatives or transition options. Each alternative varies in complexity, timeline, financial implications, control, and impact on stakeholders, making it essential to evaluate each option to ensure alignment with the specific goals and objectives of the stakeholder group. Below is a list of the most common business transition tools: 

Engaging in a thorough discussion of each alternative with a qualified advisor is essential for identifying the options that align with the goals of both ownership and the company. BDO Capital frequently guides clients through a strategic alternatives review, empowering business owners and stakeholders with a comprehensive understanding of each potential course of action.  A robust transition plan should encompass a detailed timeline, financial and legal considerations, and a communication strategy for both internal and external parties. Effective implementation involves executing the plan, monitoring progress, and making necessary adjustments. While timelines can vary depending on the chosen transition path, it is generally advisable to initiate the process 1-2 years in advance, with critical preparations taking place 6-12 months prior.

Preparing the Company and Management for Business Transition

Preparing to sell your business extends beyond merely evaluating goals and options. A comprehensive approach encompasses a consideration of operational elements, ranging from management succession and financial intricacies to internal controls, client/vendor relationships, and strategic operational enhancements. 

Management succession will likely be one of the more critical topics, no matter what strategy the company takes regarding business transition. According to a 2010 survey published by Stanford University analyzing the world’s 2,500 largest public companies, 39% of boards had no viable internal candidates who could immediately replace the CEO if the need arose. According to the same study, companies that need to scramble for a CEO replacement forgo an average of $1.8 billion in shareholder value.    While this study is at a much larger scale, its relevance is forward-thinking. As a practical matter, a board’s role in regard to management should include a robust succession plan. No matter the type of buyer in a transaction, they will have a vested interest in the stability, continuity, and reliability of the leadership function within the company. While management succession may not always need to be fully fleshed out prior to executing a transaction, it is imperative that some sort of plan be in place, whether formal or informal, as a business transition is a crucial undertaking that demands strategic foresight and effective communication.

Avoiding Common Pitfalls

One of the more prevalent pitfalls is waiting too long to initiate the transition, often leading to rushed decisions or a lack of suitable successors. This may impact the value achieved and may impact the future success of the business. Proper preparation can give business owners the ability to make informed decisions in regard to the Company’s future. 

Additionally, underestimating the owner’s impact on business success is another pitfall — failing to recognize and adequately prepare for the void left by the departing owner can hinder the transition’s success. While some strategies require the owner(s) to continue with the business for a specified period of time, others may not.  Recognizing, communicating and training the future leaders of the business is vital in many situations. 

Lastly, if the transition involves a third party, not thoroughly vetting new ownership or leadership can lead to a mismatch in values, vision, or operational approach, disrupting the business’s continuity. In addition, a proper assessment of risks, costs, and exposure associated with the human capital of the business is often overlooked. Successful transitions demand proactive planning, realistic timelines, and careful consideration of the human and strategic aspects involved to mitigate these common pitfalls. BDO USA’s Workforce in Transactions Practice is solely focused on the diligence and strategy surrounding the human capital aspect of M&A transactions, bringing an organization’s most crucial asset — its  people — to the forefront of the transaction process.

BDO Capital Advisors

With a multi-disciplinary team of advisors working together, personal, financial and business goals can become aligned. Identifying available transition options can provide a road map that helps provide the preferred, most optimal outcome for the business owner.  

The BDO Capital team consists of professionals with a wide range of experience in investment banking, tax, valuation, benefits, and commercial banking. BDO Capital advises privately held companies on complete or partial sales to private equity firms or corporate strategic buyers, as well ESOP structuring and advisory, in which the BDO team provides a series of value-add tasks and processes to complete a tax-advantaged sale of the business. Our ESOP and M&A advisors work closely and collaboratively with your accounting and legal teams to achieve the result everyone wants: a sale that benefits the company, protects your legacy, and provides both you and your employees with the financial rewards you have worked hard to earn. All members of the team are registered representatives in our wholly owned investment bank, BDO Capital Advisors, LLC. 

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