二代接班，企一代不放心

Core Viewpoint - The transition of management rights from the first generation to the second generation in Chinese family businesses is fraught with emotional complexities and challenges, as the first generation is often hesitant to fully hand over control despite their desire for their children to succeed [1][6][8]. Group 1: Transition Challenges - The management transition process is intertwined with various emotions and conflicts, including the first generation's worries and distrust, the second generation's internal struggles, and conflicts with the existing management team [3][4]. - Many first-generation entrepreneurs express concerns about their children's management capabilities, despite recognizing their digital skills [6][7]. - The second generation often faces challenges in aligning their modern management philosophies with the traditional views of the existing management team, leading to potential conflicts [7][10]. Group 2: The Role of External Managers - A significant trend in family businesses globally is the appointment of external professional managers, especially from the third generation onward, to ensure effective management and avoid potential pitfalls of relying solely on family members [9][10]. - The introduction of external managers is seen as a necessary step for family businesses to adapt to modern management practices and maintain long-term prosperity [10][11]. - Many first-generation entrepreneurs express a lack of confidence in the success of external managers, often feeling compelled to intervene in management decisions even after stepping back [11][12]. Group 3: Recommendations for Succession - To ensure the long-term stability of family businesses, it is crucial to establish clear governance structures and differentiate the roles of management and the board [14][18]. - The focus should be on the potential of the second generation rather than solely on their existing experience, emphasizing the importance of leadership development and providing opportunities for growth [16][17]. - Family businesses should consider allowing the second generation to gain experience in different roles or external companies to broaden their perspectives and enhance their leadership capabilities [17][18].