Leadership succession from the strategic planning process

Abstract

An investigation carried out by SEBRAE in 2015 reveals that 57% of micro and small companies in Brazil have relatives among their partners or employees. Also, a survey released by Price Waterhouse Coopers (PWC, 2021) points out that 43% of family businesses in the world do not have a defined family succession plan, 54% do not have a succession plan in place and only 12% reach the third generation. Therefore, the objective of this work is to identify the strategic planning processes to contribute to the succession of leadership in a family organization in the refrigeration industry having as its main activity the maintenance, sale and installation of air conditioners, founded in the 90's and which is heading towards its 3rd generation in the northern region of Paraná. In this way, difficulties in the family succession process will be exposed, as well as the effectiveness for the future of the organization of implementing a plan that contributes to the survival of the organization and intervenes in its performance. This is an action research type, since the researchers implemented the Strategic Planning process in the organization, allowing them to collect information as it happened, as well as later.

DOI:https://doi.org/10.56238/sevened2024.003-074