What we fix
Taking over a family business goes best when you change how decisions are made and recorded, and keep what built the business: the relationships, the culture and the people. We start quietly, with you, and a map of who holds what today; then we turn your agenda into a plan everyone can see, agree with the founder who decides what, and bring the long-serving team along with you rather than working around them.
The successor's route is three to six months of sessions with you, off site or online, starting with your handover map.
In one line: start quietly with a map of who holds what, keep what built the business, and change how decisions are made with the founder behind it.
Long-serving staff are seldom against change as such. They are protecting something: their standing, their judgement, their place in the business. When the new way costs them face, they wait it out.
Rashmi Kulkarni's column in The Perfect Voice: Negotiating With the Old Guard (opens in a new tab).
Built privately with you: who holds which relationships, which knowledge and which approvals today, and what could move first without noise.
The route ends when you no longer need the sessions, or when the founder backs a plan for the business.
How a plan starts: the PPS Backbone ReviewYour Keep list holds what must not change: the culture, speed and flexibility that built the business. We write it with you in the first month and check every step against it. If a change would cost something on the list, we redesign the change.
What usually goes on it here:
90 days
from naming owners to the company's own team running the weekly cadence
Relevant if you are taking over a family business and the way it runs still lives with the founding generation.
Running now
Our newest articles on this problem.
The Hidden Game of Taking Over · part 1
A new leader inherits an equilibrium, not just a business. How to read the unwritten rules of a legacy company before you change them.
Across Upwork and direct contracts, including the people on our project teams.
“Always a great advisor, helping us with the project management, but also a great strategic consultant and sparring partner. Even though he worked remotely he felt like a true team member and friend of the organization.”
Not from the first session. The route starts privately with you, so you can work out what to change before you raise it. Changing how the business runs needs the founder's backing, and the handover map is what you take to the founder: a clear picture of who holds what today, what could change and what stays.
As people protecting something real: their standing, their judgement, their place in the business. Their knowledge goes on paper with their names on it, and each change says what stays the same. We bring them along rather than work around them.
They stay with your family's lawyer and family business adviser: shareholding, wills, family constitutions and settlements. We work on how the business runs, and we'll say so if a family matter is what's holding it back.
About ₹1 lakh a month plus GST and expenses, for three to six months. When the founder backs a plan for the business, the route and its monthly fee end there: the plan starts with the PPS Backbone Review, and your time with us carries on as part of the plan.
What you're trying to achieve in the next 90 days, and what's breaking in execution. We'll tell you plainly what we'd fix first.
Book a discovery callFree, no obligation, and under an NDA if you prefer.
Or write to consult@ppsconsulting.biz WhatsApp +91 93246 21840 (opens in a new tab)
