Much has been written about the “first 100 days” of an executive. While this milestone is important, effective onboarding extends far beyond it.

For mid-sized firms, the success of a leadership transition depends not only on the individual but also on the organisation’s ability to support and integrate them into its culture, governance, and strategy.

The DACH region (Germany, Austria, Switzerland) remains one of Europe’s strongest economic engines. Yet beneath this strength lies a growing vulnerability: a shortage of executive talent.

For mid-sized firms in particular, the challenge is not just about finding leaders. It is about finding leaders capable of navigating global competition, digital transformation, and the unique culture of the Mittelstand.

Boards are often seen as control mechanisms, designed to monitor performance and ensure compliance. Yet in leadership succession, boards are far more than observers: they are enablers.

They provide the structure, clarity, and trust that allow transitions to succeed. Without their active involvement, even the most talented candidates risk failing, not because of lack of competence, but because …

Succession planning is often perceived as a “future problem”, something to address only when retirement is imminent or when a crisis forces change. For mid-sized companies, especially family-owned ones, this mindset is dangerous.

Leadership continuity is not simply about replacing an individual. It is about safeguarding culture, sustaining competitiveness, and preserving long-term value. Without proper planning, transitions can destabilise teams, weaken client trust, and create strategic drift.