Introducing succession order in a family business
Conflict between generations blocked the development of a transport company. We created a 'Company Constitution' that clearly divides competencies between father and son. The process lasted 8 months but saved key contracts worth 420k PLN annually. Family relationships also calmed down.
A transport company with 32 cars stood on the brink of collapse due to lack of agreement between the founder and the successor. We helped them separate portfolios and competencies, which saved financial liquidity.
The challenge
Decision chaos reigned at Trans-Logistyka Jaworski. The father, who founded the company in 1996, wanted to control every fuel invoice. The son, working in the company for 7 years, saw the need for digitalization and changing routes to the west. Due to mutual blocking of decisions, the company lost two key forwarders in March 2023. The main contractor threatened to terminate the contract because they received contradictory instructions from both owners. The atmosphere at home and in the office was unbearable.
Our approach
Our team (three people) spent 14 business days directly at the transport base. We observed how decisions are made from 6:00 AM to late evening. We talked separately to the father and son to catch points of dispute. We conducted 11 mediation meetings. We focused on facts: how long it takes to approve a car repair and why forwarders don't know who to listen to. Facts matter, not promises, so we showed them in black and white how much money is leaking through this mess.
The solution
We prepared the 'Korona Company Constitution' – a 14-page document that became the foundation of their peace of mind. We separated financial powers: expenses up to 8.4k PLN the son accepts independently. Above this amount, a joint decision is required. The father took over supervision of service and fleet purchase, and the son manages sales and logistics. We introduced one common reporting system, which ended arguments about whether a given route was profitable. Hard structure, certain profit – that was our guideline.
Results
Thanks to clear rules, the owners regained time for management, and the company kept its key trade partner. Family relations returned to normal for the first time in 3 years.
Timeline
-
October 2023Operational audit and interviews with base employees
-
December 2023Workshops on budget division and responsibility
-
February 2024Signing the Company Constitution and implementing new rules
-
June 2024Verification of effects and closing the succession project
"Principles stronger than the crisis – that worked for us. Initially I wasn't convinced about writing some constitution, but now everyone knows what belongs to them. I got my son back and peace on Sundays."