Succession as a
Paradigm Shift
Collegial Leadership is not a model for everyone. But for companies that genuinely want to hand over responsibility, it is the most consistent form of succession.
Why both sides choose
this path
This path emerges from different starting points. Sometimes from conviction, sometimes from circumstance. It becomes sustainable where a conscious decision is made.
Pass on a life's work, not simply sell it. Values and culture are preserved.
Hand over responsibility gradually, rather than shifting it to new individuals.
Prioritise clarity and transparency over personal control. Create long-term sustainability.
Share responsibility collectively. Decisions are not concentrated in single individuals.
Understand leadership as responsibility for the company, not as a personal position of power.
Take financial responsibility for your own decisions and bear their impact together.
We decided: we will take over our parents' company, but only if we lead it differently. Collegial Leadership was the only path that felt right for us.
Managing Director, CIM GmbH · Software company for warehouse management · 100+ employees
How responsibility, power and ownership
are restructured
In traditional successions, the system stays the same. Here, the centre of power is structurally reorganised. Leadership, responsibility and ownership are deliberately aligned.
Important: The four principles always work together. Distributed leadership without transparency does not work. Ownership without personal development remains hollow. We support all four dimensions simultaneously.
How CIM GmbH
lives Collegial Leadership
From family tradition to self-organisation. Friederike Kammann and her sister show how a succession can succeed when you are willing to fundamentally rethink leadership.
We decided: we will take over our parents' company, but only if we lead it differently. Collegial Leadership was the only path that felt right for us.
Managing Director, CIM GmbH
Software company for warehouse management · 100+ employees
How do you hand over an established company to the next generation without falling back into old patterns? Friederike Kammann shows her courageous path away from traditional hierarchies.
How me&me accompanies
this transition
We accompany business successions as learning transitions, not as projects. Our support combines four elements that always work together.
Specifically tailored to this form of succession. Theory and practice are connected directly in everyday work.
Not external consulting, but support within and alongside the system. We are there when obstacles arise.
As a fixed component, not an add-on. Reflection, conflict competence and leadership capability grow together with the organisation.
Leadership, responsibility and ownership are deliberately aligned and legally clearly reflected.
SME transformations
support period in years
We bring no theoretical approach. We bring experience from a wide range of transformations in the SME environment.
Real responsibility
requires time and prerequisites
A model only unfolds its full potential through consistent implementation. We do not accompany quick handovers, but sustainable transformations.
Year 1
Orientation and Foundations
Understanding Collegial Leadership, building initial structures, clarifying roles and introducing decision-making logic.
Year 2 – 3
Responsibility Grows
Developing ownership and participation models, gradually transferring leadership, deepening personal development.
Year 3 – 5
Stabilisation and Handover
The new system sustains itself. The handover is complete. Support continues selectively and as needed.
Thereafter
Sustainable Collegial Body
The company is carried by a responsible community. Without dependency on individuals.
Company Size
Your company employs between 15 and 150 people. This size enables effective structures for shared responsibility.
15 – 150 employeesSound Financial Basis
You are fundamentally in a stable financial situation. We do not accompany acute restructuring or crisis cases.
No restructuring casesWillingness to Develop
You bring the openness to fundamentally rethink responsibility, leadership and ownership. This path changes the company structurally.
Structural change welcomeImportant: We do not replace tax advisors, fiduciaries or legal support. We deliberately work together with existing or new partners.
How you can
explore this path now
You don't need to decide today. But you can start gaining clarity. An entry point is available at any time.