Inelsan İnşaat, as a multi-generational family business rooted in Turkey’s infrastructure sector, does not currently operate under a formal succession plan. Instead, leadership and management transitions have traditionally occurred through informal, experience-based progression, guided by the senior generation’s judgment and trust. While this approach has contributed to the company’s stability and close-knit culture, the absence of a structured succession framework presents certain tensions and risks for long-term continuity.
Currently, key leadership roles are held by members of the founding generation, supported by a mix of family members and trusted professionals. However, with the next generation—including myself and my brother—beginning to explore leadership through a separate, smaller business venture, the question of future succession becomes increasingly relevant. The lack of a formal plan may create ambiguity, particularly around who will assume strategic roles, how responsibilities will be distributed, and what the timeline for transition will be.
These uncertainties can lead to hidden tensions between tradition and innovation, or between family loyalty and professional merit. Additionally, without a defined roadmap, there is a risk that valuable knowledge and experience may not be effectively transferred, potentially impacting project delivery and organizational reputation.
To address these dynamics, Inelsan would benefit from initiating a formal succession planning process. This could include leadership development programs, mentoring structures, and clear criteria for role advancement. Establishing an open dialogue across generations would also help align expectations and ensure that the family’s legacy is carried forward with both continuity and innovation.