Oude baas blijft baas

Participants

  • P.P.M.A.R. Heugens
    Role: Faculty
    Reference type: Quoted

Media outlets

  • Noordhollands Dagblad ed. Dagblad Zaanstreek (Newspaper)
  • Noordhollands Dagblad ed. Dagblad Waterland (Newspaper)
  • Noordhollands Dagblad ed. Schager Courant (Newspaper)
  • Noordhollands Dagblad ed. Dagblad voor West Friesland (Newspaper)
  • Leidsch Dagblad ed. Rijn en Veenstreek (Newspaper)
  • Leidsch Dagblad (Newspaper)
  • Noordhollands Dagblad ed. Dagblad Kennemerland (Newspaper)
  • Ijmuider Courant (Newspaper)
  • Noordhollands Dagblad ed. Helderse Courant (Newspaper)
  • Haarlems Dagblad ed. Haarlemmermeer (Newspaper)
  • Haarlems Dagblad ed. Haarlem (Newspaper)
  • Gooi- en Eemlander editie Gooi en Vechtstreek (Newspaper)
  • Noordhollands Dagblad ed. Enkhuizer Courant (Newspaper)
  • Gooi- en Eemlander editie Eemland (Newspaper)
  • Leidsch Dagblad ed. Duin en Bollenstreek (Newspaper)
  • Noordhollands Dagblad ed. Alkmaarsche Courant (Newspaper)

Description

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in innovation and remaining decisive. This was discovered in the Nieuw bloed, nieuwe koers (New blood, new course) study carried out by RSM in co-operation with Rabobank and BDO Accountants & Advisors.

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in innovation and remaining decisive. This was discovered in the Nieuw bloed, nieuwe koers (New blood, new course) study carried out by RSM in co-operation with Rabobank and BDO Accountants & Advisors.