In SR TMX, I observed how family businesses face different tensions at different stages. The founder, Sanjay, is still in control, but the next generation is ready to step in — and that’s where the real tension lies.
Using models like Gersick’s generational stages helped me see how conflicts are not random. They’re part of a natural process when moving from founder control to sibling partnership or cousin consortium. In SR TMX, they haven’t prepared for this transition, which leads to uncertainty and sibling rivalry.
This paradox shows how growth brings both opportunity and stress. Every stage needs a new way of thinking, but many families stick to old habits — that’s where they get stuck.