Business Succession: why 2026 is a pivotal year
- psimi4
- Nov 20
- 4 min read
— and how an Interim Manager can secure the transition
A growing number of SMEs and mid-cap companies in France are — consciously or not — on the brink of a major turning point: succession. As 2026 approaches, the urgency of this challenge has never been greater, both for businesses themselves and for the wider economy, local ecosystems and employment.
Yet many leaders continue to delay. And the more time passes, the greater the risks: loss of know-how, organisational weakening, or even business closure.
This is precisely where a Senior Interim Manager delivers substantial value: by stepping in early enough to secure continuity, structure the organisation and ensure the company is attractive, transferrable and ready to pass the baton.
Business succession: a massive and pressing challenge
The ageing of SME and mid-cap leaders is a well-documented reality: recent data shows that a quarter of leaders of family-owned SMEs and ETIs are over 60.
Across all microbusinesses, SMEs and family-run companies in France, 25% of business owners are 60 or older, and 11% are already beyond 66.
In France, this amounts to a genuine succession “wave”: between 500,000 and 700,000 French businesses will need to be transferred within the next ten years.
Any company that fails to find a successor — or manages the handover poorly — puts at risk its workforce, vital skills and sometimes its very survival.
Paradoxically, even among senior leaders, many still lack a formal succession plan: in family businesses, 47% of leaders aged 60–69 have no clear succession project, and 36% of those over 70 are in the same situation.
These figures* confirm that business succession is now a strategic issue for the entire economy — and an urgent priority for the leaders concerned.
The risks of an unprepared succession
When succession is delayed or improvised, the consequences can be serious:
The business may lose attractiveness due to insufficient structure, unclear processes or a lack of reliable governance.
A potential successor — whether internal, family-based or external — may be discouraged by unclear liabilities, diffuse management or unreliable financial data.
Key know-how, often held by the founder alone, may dilute or disappear without an organised transfer.
Teams, customers and suppliers can experience significant disruption.
In short, a poorly prepared succession can weaken or even compromise the future of the business — and deprive local communities of an essential economic actor.
Why an Interim Manager is the most suitable support
In this context, simply hiring a new director or hoping that a family member or employee “steps up” is rarely enough. What is required is a neutral, experienced professional capable of steering the transition phase, structuring the organisation and securing the handover.
A Senior Interim Manager brings:
An impartial, external assessment
They evaluate the company with no emotional bias, identifying organisational, financial and human weaknesses as well as strengths — an essential foundation for increasing the business’ value before a transfer.
Fast and rigorous structuring
They implement or upgrade management tools, processes, reporting frameworks, organisational charts and responsibilities. This clarity and transparency reassure any potential buyer.
Support through change
They facilitate the transfer of know-how, train teams, prepare the internal or external successor, secure relationships with customers and suppliers, and maintain organisational stability.
A tailored transition plan
An Interim Manager does far more than “handle the emergency”: they lay the foundations for a sustainable business, ready to evolve, grow or be transferred under optimum conditions.
In short, an Interim Manager turns succession into an opportunity for renewal rather than a moment of fragility.
When and how to bring in an Interim Manager
Ideally, as early as possible. Several signals should alert a business owner:
You are approaching retirement age or intend to gradually reduce your involvement.
You have no designated successor, or the situation is unclear.
The internal organisation lacks structure: unclear responsibilities, informal processes, inconsistent reporting, scattered financial data.
Market, competitive or regulatory shifts indicate upcoming changes, diversification or a strategic repositioning.
In such situations, an Interim Manager can step in — typically for 6 to 12 months — to:
Conduct a full diagnostic of the organisation, strengths, risks and opportunities.
Structure governance: organisational charts, roles, processes, management tools, reliable financial reporting.
Develop a complete succession plan: internal/external successor preparation, training, documentation of processes and know-how, facilitation with key stakeholders (family, executives, clients, partners).
Support change and secure continuity: maintaining activity, customer/supplier relationships and internal cohesion during the transition period.
Deliver a coherent, operational, transferrable business ready to be sold or handed over — with maximum value and minimum risk.
Successful succession: an opportunity for the business, the economy and local communities
When succession is properly prepared, the benefits extend far beyond simple continuity:
The business maintains — and often accelerates — its momentum.
The successor benefits from strong foundations, structured management and established trust with teams and partners.
Jobs are preserved and core know-how endures.
Local economic ecosystems remain vibrant: supply chains, taxation and social contribution are maintained.
The company gains in attractiveness — for customers, partners and investors alike.
In other words, succession becomes a source of opportunity, not a hidden threat.
Prepare for 2026: Secure your succession today
The coming succession wave is unprecedented. Hundreds of thousands of businesses will change hands in the coming years. For many, this represents the last opportunity to ensure continuity, preserve jobs, safeguard know-how and secure long-term economic contribution.
But for the handover to occur under the best possible conditions, action must be taken early — with structure, clarity and professionalism.
This is precisely the value a Senior Interim Manager brings: an expert capable of steering the handover, securing operations, structuring the organisation, smoothing the transition — and above all protecting the value that has been built.
If you are the leader of an SME or mid-cap company — in industry, construction, retail, services, environment or cosmetics — and you are considering passing on your business in the coming years, do not leave this moment to chance.
Anticipate. Structure. Transfer — with confidence.
At TOPS Ressources, we help you prepare the handover, secure continuity and ensure a successful succession.
👉 Request a confidential 30-minute discussion
*Sources:
TOPS Resources, Interim Management in Executive Committee roles: CEO, CFO, HR Director, Supply Chain Manager, Transformation Director, Sales Director, etc.
