{"id":165602,"date":"2026-01-30T13:50:57","date_gmt":"2026-01-30T13:50:57","guid":{"rendered":"https:\/\/starkpartners.de\/?p=165602"},"modified":"2026-01-30T13:56:10","modified_gmt":"2026-01-30T13:56:10","slug":"software-as-a-value-driver-ma-dynamics-valuations-and-strategic-options-for-medium-sized-businesses","status":"publish","type":"post","link":"https:\/\/starkpartners.de\/en\/2026\/01\/30\/software-as-a-value-driver-ma-dynamics-valuations-and-strategic-options-for-medium-sized-businesses\/","title":{"rendered":"Succession in medium-sized businesses: Why the generational change is no longer a sure thing today"},"content":{"rendered":"

[vc_row][vc_column width=”1\/1″][vc_column_text uncode_shortcode_id=”777332″]Regionally rooted, family-run, and built for the long term: Germany’s medium-sized businesses are the backbone of the German economy. However, it is precisely this established structure that presents many companies with a central challenge today \u2013 the generational change. <\/p>\n

By the end of 2029, over one million medium-sized companies<\/strong> in Germany will face the decision between handover and closure \u2013 more than 220,000 potential succession or transaction situations annually.<\/p>\n

A narrow majority of entrepreneurs decide against continuing: around 51.5 percent of withdrawal decisions do not result in a succession solution, but in the deliberate abandonment of the business. This development is less an expression of economic weakness than the result of long-term demographic and structural shifts in the German corporate landscape. <\/p>\n

With an average age of company management of over 54 years \u2013 more than 57 percent are already 55 years or older \u2013 the withdrawal is drawing closer for many owners, while at the same time the options for a classic handover are decreasing. The previously widespread automatism of generational change is increasingly losing its importance. Even where there is a desire for a family-internal solution, this often fails due to a lack of interest from the next generation or changed ideas about life and career. <\/p>\n

At the same time, the search for external successors is becoming more complex. The latest surveys show that the central hurdle is not financing or transaction volume, but the identification of a suitable successor candidate. In addition, there is a growing administrative and regulatory burden, which is increasingly slowing down and complicating succession processes. The data suggest that companies without early planning and a clear succession strategy have significant difficulties in successfully implementing a handover. Companies that become active in the immediate vicinity of the withdrawal are also often confronted with limited options for action and increased implementation risk. <\/p>\n

Overall, an environment is created in which the continued existence of medium-sized companies is no longer solely secured by their economic substance. Increasingly, organizational maturity, personnel transferability, and structured preparation for succession determine whether a company continues or leaves the market. <\/p>\n

It is noticeable that closures are increasingly being deliberately considered \u2013 not necessarily out of economic necessity, but out of being overwhelmed by the complexity of the succession process. At the same time, the data show that where planning is carried out early and in a structured manner, succession solutions are still feasible, especially with clear owner goals and a realistic assessment of market options. <\/p>\n

Succession is now a multi-year transformation and decision-making process. Successful handovers require early organization of structures, roles, and expectations. Without this preparation, the scope for action narrows significantly \u2013 strategically and economically. <\/p>\n

The KfW’s assessment should therefore be understood less as a warning signal and more as a call to action: companies that actively shape and professionally prepare for succession secure their continued existence. Those who postpone the process increase the risk of losing options. <\/p>\n

It is precisely at this interface between entrepreneurial withdrawal, structurally growing complexity, and limited succession options that professionally managed transaction and succession support becomes a central prerequisite for a successful handover.<\/p>\n

stark<\/span>partners<\/span><\/strong> supports succession processes in medium-sized businesses where, in practice, they often fail due to a lack of structure, unclear objectives, or time pressure. As a specialized M&A boutique, we act as an independent intermediary and structure succession early, realistically, and implementation-oriented \u2013 from classifying personal and economic options for action to preparing the company for transactions and specifically addressing and selecting suitable successors or investors.<\/p>\n

Our task is to translate the owner’s perspective, the life’s work, and the economic reality of the company into a resilient succession logic \u2013 with clear decision-making bases, realistic timelines, and a process that also has entrepreneurial substance.<\/p>\n

An early exchange with stark<\/span>partners<\/span><\/strong> creates clarity:<\/p>\n