21世纪经济报道记者 陶力 10月10日晚间，一则人事变动，将娃哈哈这家中国饮料巨头再次推至风口浪尖。 今年7月，三位"同父异母弟妹"的现身，将宗馥莉置于巨大的漩涡中心，娃哈哈集团也遭遇了创立三十 多年来前所未有的风暴。这一次，目前看宗馥莉未能平稳过渡，令人唏嘘。 事实上，企业二代接班与原有体系的碰撞，实质是两种管理哲学的较量。从子公司职务调整的细节观 察，一般会通过释放部分子公司管理权，为引入更专业的职业经理人团队腾出空间，同时强化企业二代 自身在核心战略层面的把控力。 类似案例在中国民企传承中屡见不鲜。碧桂园杨惠妍历经十余年渐进式接班，才完成从父亲杨国强手中 接棒；新希望刘畅在父亲刘永好构建的"联席董事长+联席CEO"机制护航下，才顺利完成企业转型。 早在9月12日，宗馥莉已向娃哈哈集团有限公司辞去公司法定代表人、董事及董事长等相关职务并已通 过集团股东会和董事会的相关程序。 尽管公司回应此为"属实"之外，再无其他更多态度，但结合2024年宗馥莉正式接棒以来的一系列战略调 整轨迹，事件折射出的困境，远非表面职务变更这么简单。 "企二代"的接班，从来都不只是权杖交接，血缘传承这么简单。从企业治理视角审视，与 ...

Core Viewpoint - The article emphasizes the necessity for successful "first-generation" entrepreneurs to plan for intergenerational transitions in their companies to reduce uncertainties and ensure sustainable operations [1]. Group 1: Intergenerational Transition Challenges - Companies like Wahaha, Shanshan Holdings, and Lao Gan Ma illustrate the complexities of intergenerational transitions in Chinese private enterprises, highlighting that challenges arise not only from external market competition but also from internal power struggles during succession [1]. - The experience from developed economies shows that the survival rate of family businesses in the U.S. drops significantly, with only 30% surviving to the second generation and even fewer reaching the fourth generation [1]. Group 2: Succession Pathways - Three main succession pathways are identified: 1. Family-led, relying on blood ties for control, which has the advantage of inherent trust but may face challenges if capabilities do not align with lineage [2]. 2. Professional manager-led, which aims to modernize governance but is constrained by the maturity of the domestic professional manager market and the need for a robust integrity system [2]. 3. Innovative mechanisms like rotating chairmanships that seek a balance between family control and team empowerment, providing a buffer for gradual transitions [2]. Group 3: Recommendations for Successful Succession - A gradual and institutionalized transition is deemed more stable than a rushed succession process, indicating that careful design is essential to address uncertainties [2]. - Successful successors should avoid the dichotomy of "overthrowing predecessors" and "sticking to old methods," allowing the company to become a fertile ground for innovation rather than a restrictive framework [2]. - The ideal intergenerational transition prioritizes corporate interests, focusing on successor capability assessment, training, and optimizing governance structures to align with the company's vision [2].