Why One Successor Is Rarely Enough
Founder dependency is often the result of founder excellence. Succession involves transferring much more than ownership.
A business can change ownership in a day. What made it successful took decades to build.
That is why we are interested in what happens around a change of ownership as much as the transaction itself: succession, leadership, manufacturing, ownership, acquisitions and the Alpine region.
We also want to understand the places these businesses come from. In the Alpine region, industrial capability is often closely connected to local skills, suppliers, technical traditions and communities.
These are the subjects we explore here.

A specialist manufacturer may sell almost everything it makes abroad while depending heavily on the town or valley around it. Some of that dependence is obvious. Much of it is not.
Hannes Offenbacher · · 8 min read
Read the article →Founder dependency is often the result of founder excellence. Succession involves transferring much more than ownership.
We write about the issues that tend to matter before, during and after an ownership transition, and about the businesses and industrial communities we are interested in building around.
What makes a good long-term owner of an established industrial business?
How do you strengthen a company beyond its founder without weakening what made it successful?
When does an acquisition genuinely strengthen the cornerstone?
Where does enduring technical advantage come from in specialist industrial businesses?
We write about the questions that matter before, during and after an ownership transition, and about the industrial businesses and communities we are building around.