Why is the issue of succession so important to you?

Paul Moritz: Because in practice, it’s almost never as straightforward as it looks on paper. In many family businesses, entrepreneurial passion clashes with emotional ties, and there’s no clear plan in place. That makes succession a real challenge.

Anett Moritz: Exactly. We’re not talking about child’s play here, but about a process that involves a great deal of responsibility. It’s about staff, customers, values and identity. And it’s about ensuring day-to-day operations run smoothly whilst major decisions are being made behind the scenes.

And what about you?

Anett Moritz: We, too, are right in the middle of this process. I founded MORITZ Consulting 20 years ago, and Paul, my son, has joined the management team. From the outside, it might seem straightforward. From the inside, it’s been a journey full of twists and turns. It is precisely this experience that makes us credible guides today.

Paul Moritz: What helped: time, openness, clarity. And support from outside. You don’t have to do everything on your own.

What are some common pitfalls?

Paul Moritz: The classic mistake: starting too late. On top of that, there’s often a lack of clarity regarding roles, unspoken expectations and a lot of gut feelings. When family, business and property come together, things quickly become complex. There’s only one thing that helps: talking honestly and bringing in someone from outside to sort things out.

What advice would you give to others?

Paul Moritz: Start early. Develop a shared vision together. Drawing up a ‘family constitution’ and agreeing on shared principles can also help. It’s important to communicate transparently. Take emotions seriously and don’t forget about yourself.

Anett Moritz: And above all: trust in yourself, in others and in the process. Succession isn’t just about business models; it’s about people. It’s also important to develop and put in place structures and agreements.