“In family businesses, there is a sort of “right of blood”. When I took over the reins from the hands of my father, the managers have little questioned my legitimacy, ” recalls Anne-Charlotte Fredenucci, CEO of the Ametra (seven hundred employees), a group of aviation equipment of which she became head in 2009. But it took me to make a putsch on the side of the family, require the decision-making power. “
Ten years ago, only one family business out of ten succeeded its transmission to the next generation
The transmission business is always a tricky exercise, especially for family businesses. Ten years ago, the government called this phenomenon “a major concern for the French economy” : only a family business on ten successful transmission to the next generation.
“Every passing generation, a profound change in the ownership of capital, the sustainability of the business is at stake. Because it inevitably leads to a puncture of financial resources at the level of the family shareholders, by a change in the direction and the system of governance, it represents a weakening of the system as a whole “, explained the report Mellerio, made in 2009 at the request of the government.
Change of time
Issues in which women have long been ” protected “. For years, the transmission of family businesses has mostly been a matter of men, except when a particular historical context and open the door to women. Eugénie Hortense Laurent, who had inherited the house Laurent-Perrier in 1925, and sold in 1939 to Marie-Louise de Nonancourt. But, once the war was over, it was his son Bernard, who will become CEO, in 1948.
The time has changed. Elizabeth Ducottet, one of the few women to have been interviewed for the report Mellerio, was the first female out of five…
