The metamorphosis of the (family) entrepreneur in a growing company

The metamorphosis of a caterpillar into butterfly is not necessary if you're lucky on that one sheet you know well and ... if you do not want to propagate.

It is not the big companies that get all the attention from the financial pages of the newspapers that are the most important for our economy. The small and medium companies are more important for the creation of employment, innovation and for paying taxes.

Is there anything more fun for an entrepreneur than to lead a growing company?

Still, the growth of a business causes special challenges. There may be a growth crisis arising or a development crisis. These are very normal healthy phenomena. If handled well, the company only gets better.

At each new phase of growth the entrepreneur must go through a metamorphosis, not only learning new things, but much harder still, unlearning behavior that was successful at one stage, but that becomes an obstacle in the next.

A very vulnerable period is the period of the transition to the next owner, be it in our outside the family.

In the Netherlands now 15,000 to 20,000 companies a year, often of baby-boomers, need to be handed over. Many transfers fail because the entrepreneur is far too late to start the process.

Or would you rather keep the business in the family? Is that a good idea? How do family-businesses actually compare with non family businesses?