Elevatori Magazine 3-2023

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almost six out of ten managers (57%) reject their childrenʼs career path: 71% were in fact trained only within the family business, precluding a broader strategic vision of the market, and 60% immediately held senior roles, without having any expertise in the field. The same applies to the level of education, which is not in line for 46% of the sample. The situation becomes more complicated when there are more family members as successors. For almost six out of ten managers, there were problems in managing the handover, mainly due to differences of vision with the former entrepreneur. Even those who are experiencing a generational transition right now have concerns: as many as 86% of managers and employees are worried because there is a lack of proper planning and growth path (54%) or because the successor is not up to it (32%). For this reason, 90% of the sample consider the help of an experienced professional to be essential in order to better manage the uncertain generational transition. What qualities must a generation transition professional have? In first place psychological skills, coaching, tutoring and mentoring, indicated by 63% of the sample. quasi sei manager su dieci (57%) bocciano il percorso dei figli: il 71% ha infatti avuto una formazione solo all’interno dell’impresa di famiglia, precludendosi una visione strategica più ampia del mercato, e il 60% ha ricoperto da subito ruoli apicali, senza avere nessuna competenza in materia. Stesso discorso per il livello d’istruzione, non in linea per il 46% del campione. La situazione si complica quando ci sono più familiari come successori. Per quasi sei manager su dieci ci sono stati problemi nella gestione del passaggio di consegne, soprattutto per divergenze di visione con l’ex imprenditore. Anche chi sta vivendo un passaggio generazionale in questo momento ha delle perplessità: ben l’86% dei manager e dei dipendenti è infatti preoccupato in quanto manca una pianificazione e un percorso di crescita adeguato (54%) o perché il successore non è all’altezza (32%). Per questo, il 90% del campione ritiene fondamentale l’aiuto di un professionista esperto per gestire al meglio il passaggio generazionale incerto. Quali qualità deve avere un professionista del passaggio generazionale? In assoluto al primo posto skills psicologiche, di coaching, tutoring e mentoring, indicate dal 63% del campione. % active enterprises (with 3 and more employees) controlled by individual or family percentuale di imprese attive (con 3 e più addetti) controllate da persona fisica o famiglia % enterprises with more than 3 employees controlled by an individual or a family that has faced or will face at least one generation change between 2013 and 2023 percentuale di imprese con oltre 3 addetti controllate da una persona fisica o da una famiglia che tra il 2013 e il 2023 ha affrontato o affronterà almeno un passaggio generazionale TRENTINO-ALTO ADIGE 76,2% 26,0% BASILICATA 76,6% 22,9% LOMBARDIA 74,5% 22,3% VENETO 77,7% 21,8% PIEMONTE 77,7% 21,6% UMBRIA 72,5% 21,6% LAZIO 73,4% 21,4% FRIULI-VENEZIA GIULIA 76,0% 21,4% VALLE D'AOSTA 71,4% 20,5% EMILIA ROMAGNA 72,6% 20,2% ABRUZZO 75,7% 19,8% CALABRIA 79,6% 19,5% SICILIA 75,8% 19,3% CAMPANIA 76,1% 19,2% LIGURIA 77,4% 19,1% TOSCANA 72,9% 18,9% MARCHE 71,1% 18,3% SARDEGNA 76,4% 16,9% PUGLIA 77,3% 16,8% MOLISE 75,1% 16,3% ITALY TOTAL TOTALE ITALIA 75,2% 20,5% Source: STM elaboration based on Istat data http://dati-censimentipermanenti.istat.it/?lang=it section ‘ownership, control and management’. / Fonte: Elaborazione STM su base dati Istat http://dati-censimentipermanenti.istat. it/?lang=it sezione ‘proprietà, controllo e gestione’. 68 ELEVATORIMAGAZINE.COM 2023 MAY | JUNE • MAGGIO | GIUGNO 2023
This is followed by specific experience in generational handover (47%), equidistance (37%), i.e. he/she must never have had a previous relationship with any family member, and in-depth knowledge of the business (32%). “In recent months there has been a lot of talk about high energy prices and inflation, issues that have a major impact on our businesses,” says Gian Andrea Oberegelsbacher, CEO of Studio Temporary Manager. “However, we must not forget that our entrepreneurial fabric is predominantly made up of family businesses, which are constantly having to deal with a thorny issue such as the generational handover. But to date there are still few entrepreneurs who understand the importance of a succession plan that facilitates the integration of the family member into the organisation in the right way. • Seguono esperienza specifica di passaggio generazionale (47%), equidistanza (37%), ovvero non deve aver mai avuto rapporti precedenti con nessun membro della famiglia, e conoscenza approfondita del business (32%). “In questi ultimi mesi si parla molto di caro energia e inflazione, tematiche che hanno un impatto importante sulle nostre imprese - afferma Gian Andrea Oberegelsbacher, Amministratore Delegato di Studio Temporary Manager -. Non dobbiamo però dimenticare che il nostro tessuto imprenditoriale è costituito prevalentemente da imprese familiari, che si trovano costantemente a dover affrontare un tema spinoso come quello del passaggio generazionale. Ma a oggi sono ancora pochi gli imprenditori che comprendono l’importanza di un piano di successione che favorisca l’inserimento del familiare all’interno dell’organizzazione nel modo corretto. • Notes • Note [1] Source: Istat http://dati-censimentipermanenti. istat.it/?lang=it ownership, ‘control and management section’. [2] Source PMI, Il mensile della piccola e media impresa - IPSOA Editore. [3] Survey conducted online by the company Studio Temporary Manager in February 2023 on a sample of about 300 managers (C-Level, middle management, etc.). [1] Fonte: Istat http://dati-censimentipermanenti. istat.it/?lang=it sezione ‘proprietà, controllo e gestione’. [2] Fonte PMI, Il mensile della piccola e media impresa - IPSOA Editore. [3] Survey condotta on-line dalla società Studio Temporary Manager nel mese di febbraio 2023 su un campione di circa 300 manager (C-Level, quadri direttivi, ecc.). 2023 MAY | JUNE • MAGGIO | GIUGNO 2023 ELEVATORIMAGAZINE.COM 69
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