{"id":261367,"date":"2025-10-27T07:22:00","date_gmt":"2025-10-27T06:22:00","guid":{"rendered":"https:\/\/coachlab.hu\/?p=261367"},"modified":"2026-06-02T18:56:38","modified_gmt":"2026-06-02T16:56:38","slug":"successful-ownership-generciovaltas-hungarian-sme","status":"publish","type":"post","link":"https:\/\/coachlab.hu\/en\/blog\/sikeres-tulajdonosi-generaciovaltas-magyar-kkv\/","title":{"rendered":"\u201eDad\/Anya, we don't do it like that anymore!\u201d - Successful ownership generation change and the role of coaching in Hungarian SMEs"},"content":{"rendered":"

\u201eDad\/Anya, we don't do it like that anymore!\u201d - Successful ownership generation change and the role of coaching in Hungarian SMEs<\/a><\/h2>\n\n\n\n

Estimated reading time:<\/strong> 10 minutes<\/p>\n\n\n\n

<\/div>\n\n\n\n

The Change of Ownership Generation<\/h2>\n\n\n\n

A change of ownership generation<\/strong> a magyar KKV-k eset\u00e9ben azt a kritikus \u00e9s gyakran \u00e9rzelmileg terhelt folyamatot jelenti, amely sor\u00e1n az alap\u00edt\u00f3-tulajdonos \u2013 aki jellemz\u0151en a rendszerv\u00e1lt\u00e1s k\u00f6rny\u00e9k\u00e9n ind\u00edtotta v\u00e1llalkoz\u00e1s\u00e1t \u00e9s most \u00e9ri el a nyugd\u00edjkorhat\u00e1rt \u2013 \u00e1tadja c\u00e9ge tulajdonjog\u00e1t \u00e9s operat\u00edv vezet\u00e9s\u00e9t a k\u00f6vetkez\u0151 gener\u00e1ci\u00f3nak, legt\u00f6bbsz\u00f6r a saj\u00e1t csal\u00e1dtagjainak. Ez a l\u00e9p\u00e9s messze t\u00falmutat egy egyszer\u0171 adminisztrat\u00edv vagy jogi tranzakci\u00f3n; ez egyben az \u00e9vtizedek alatt fel\u00e9p\u00edtett \"\u00e9letm\u0171\" \u00e1t\u00f6r\u00f6k\u00edt\u00e9se, egy strat\u00e9giai, pszichol\u00f3giai \u00e9s kultur\u00e1lis v\u00e1lt\u00e1s. Mag\u00e1ban foglalja az alap\u00edt\u00f3 elenged\u00e9si k\u00e9pess\u00e9g\u00e9nek pr\u00f3b\u00e1j\u00e1t, az ut\u00f3d felk\u00e9sz\u00edt\u00e9s\u00e9t \u00e9s motiv\u00e1ci\u00f3j\u00e1nak tiszt\u00e1z\u00e1s\u00e1t, valamint a k\u00e9t gener\u00e1ci\u00f3 (gyakran elt\u00e9r\u0151) gondolkod\u00e1sm\u00f3dj\u00e1nak \u00e9s munkast\u00edlus\u00e1nak \u00f6sszehangol\u00e1s\u00e1t, mindezt a c\u00e9g sikeres j\u00f6v\u0151j\u00e9nek biztos\u00edt\u00e1sa \u00e9rdek\u00e9ben.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Why is the change of ownership often stuck in the case of Hungarian SMEs?<\/h2>\n\n\n\n

A change of ownership generation<\/a> <\/strong>perhaps the most difficult and risky period for Hungarian SMEs. Far from being just a legal or administrative handover, it is an emotional, psychological and strategic storm where generations, different work ethics and family roles collide. Most family business succession<\/strong> is stuck because the founder cannot let go and the successor cannot (or does not dare) go his own way. In this situation, the generational change through coaching<\/strong> t\u00f6rt\u00e9n\u0151 t\u00e1mogat\u00e1sa hidat \u00e9p\u00edt: seg\u00edt kimondani a kimondhatatlant, leford\u00edtani a gener\u00e1ci\u00f3k \"nyelv\u00e9t\" egym\u00e1s sz\u00e1m\u00e1ra, \u00e9s biztos\u00edtja, hogy az \u00e9letm\u0171 ne vesszen el, hanem sikeresen \u00e1talakuljon.<\/p>\n\n\n\n

\n\n\n\n

The Family Lunch Where Your Life's Work Matters<\/h3>\n\n\n\n

Imagine Sunday lunch. There sits Istvan, 68, the founder of the company. He built his 80-strong manufacturing company from scratch. He knows every machine, shakes hands with every worker. Opposite him is his son G\u00e1bor, 40, with an MBA. G\u00e1bor sees the opportunities of digitalisation and new markets, but also that his father's methods - while they have worked until now - are becoming obsolete.<\/p>\n\n\n\n

Istv\u00e1n felsz\u00f3lal: \"G\u00e1bor, l\u00e1ttam a negyed\u00e9ves tervet. Mi\u00e9rt akarod ezt a CRM rendszert er\u0151ltetni? Pap\u00edron is m\u0171k\u00f6d\u00f6tt 30 \u00e9vig.\" G\u00e1bor s\u00f3hajt: \"Apa, ezt m\u00e1r nem \u00edgy csin\u00e1ljuk! Nem tudunk n\u00f6vekedni, ha nem l\u00e1tjuk az adatokat. A konkurencia elh\u00faz mellett\u00fcnk.\"<\/p>\n\n\n\n

Csend. Istv\u00e1n s\u00e9rtetts\u00e9get \u00e9rez (\"A fiam len\u00e9zi, amit csin\u00e1ltam\"), G\u00e1bor pedig frusztr\u00e1ci\u00f3t (\"Apa nem b\u00edzik bennem\"). Egyik\u00fck sem azt mondja ki, amit val\u00f3j\u00e1ban \u00e9rez. Istv\u00e1n azt, hogy: \"F\u00e9lek, hogy amit fel\u00e9p\u00edtettem, t\u00f6nkreteszed. \u00c9s I'm afraid of what will happen to me when I'm no longer the boss.<\/strong>\" G\u00e1bor pedig azt: \"Tisztellek, de sz\u00fcks\u00e9gem van a t\u00e9rre, hogy \u00e9n is letegyek valamit az asztalra. I don't want to live in your shadow<\/strong>.\"<\/p>\n\n\n\n

This scene is played out thousands of times in Hungarian SMEs. A change of ownership generation<\/strong> does not fail on Excel spreadsheets or contracts, but on the on unspoken sentences<\/strong>, or even judgements that are too strongly pronounced.<\/p>\n\n\n\n

\"\u201eDad\/Anya,
\u201eDad\/Anya, we don't do it like that anymore!\u201d - Successful ownership generation change and the role of coaching in Hungarian SMEs<\/figcaption><\/figure>\n\n\n\n

Why is the change so painful? The Real Problems Under the Carpet<\/h3>\n\n\n\n

Amikor egy c\u00e9get \u00e9vtizedekig ugyanaz az ember vezet, az \u0151 szem\u00e9lyis\u00e9ge egybeforr a v\u00e1llalattal. \u0150 az \"Atya\", a \"F\u0151n\u00f6k\", a \"Mindenes\". Egy change of ownership generation<\/strong> this identity would have to be detached from the company, which could be experienced almost as a grieving process.<\/p>\n\n\n\n

At CoachLab, with decades of leadership and more than 10 years of coaching experience, we see that Hungarian SMEs family business succession<\/strong> they face the same challenges:<\/p>\n\n\n\n

    \n
  1. Az \"Alap\u00edt\u00f3 Szindr\u00f3ma\" (Elenged\u00e9si K\u00e9ptelens\u00e9g):<\/strong> Az alap\u00edt\u00f3 sz\u00e1m\u00e1ra a c\u00e9g az \u0151 \"gyermeke\". Hogyan is adhatn\u00e1 \u00e1t m\u00e1snak? M\u00e9g ha az a m\u00e1sik a saj\u00e1t gyereke is. Gyakran az \u00e1tad\u00e1s ut\u00e1n is megmarad az \"\u00e1rny\u00e9kkorm\u00e1nyz\u00e1s\", az alap\u00edt\u00f3 tov\u00e1bbra is bej\u00e1r, utas\u00edt\u00e1sokat ad, al\u00e1\u00e1sva ezzel az \u00faj vezet\u0151 tekint\u00e9ly\u00e9t vagy \u00f6n\u00e9rt\u00e9kel\u00e9s\u00e9t.<\/li>\n\n\n\n
  2. A \"M\u00e1sik Nyelv\" (Gener\u00e1ci\u00f3s Szakad\u00e9k):<\/strong> For the founding generation (Baby Boomers or X), work equals life, with time in the office and stable profits as the measure of success. The successor generation (Y or Z) thinks differently: it's important to purpose<\/em> (goal), flexibility, digitalisation and work-life balance. When they talk, they use the same words, but they mean something completely different<\/strong>.<\/li>\n\n\n\n
  3. The Unmotivated or Unprepared Successor:<\/strong> A very common situation; what if the child doesn't want to?<\/em> He may have a different career path, different interests, or simply see how stressful his father\/mother's life has been and does not wish it for himself. Worse still, he may take it on, but only out of a sense of duty, without any real commitment or vision. This leads to the slow death of the company.<\/li>\n\n\n\n
  4. The Mixing of Family Roles:<\/strong> \"F\u0151n\u00f6k vagy, vagy az ap\u00e1m?\" Eb\u00e9dn\u00e9l m\u00e9g apa-fia, az irod\u00e1ban m\u00e1r tulajdonos-\u00fcgyvezet\u0151? Ezek a szerepek \u00f3hatatlanul \u00f6sszemos\u00f3dnak, \u00e9s egy \u00fczleti vita k\u00f6nnyen szem\u00e9lyes s\u00e9relemm\u00e9 v\u00e1lik, ami azt\u00e1n megb\u00e9n\u00edtja a d\u00f6nt\u00e9shozatalt.<\/li>\n<\/ol>\n\n\n\n
    \"\u201eDad\/Anya,<\/figure>\n\n\n\n

    The Coaching Bridge between Generations: how do we help you make the transition?<\/h3>\n\n\n\n

    When the tension is already palpable and the change of ownership generation<\/strong> seem to be stuck, most people turn to a lawyer or financial adviser. But the problem is rarely legal; always<\/em> human.<\/p>\n\n\n\n

    This is where generational change comes in coachinggal<\/a> and organisational development. At CoachLab Coaching Services, we do not give financial advice or write succession plans. We go deeper than that: we help our stakeholders can write<\/em> their own plan and be able to implement it.<\/p>\n\n\n\n

    What does this look like in practice?<\/strong><\/p>\n\n\n\n

    1. The Mirror (Clarifying Real Goals):<\/strong> An leadership coaching generational change<\/strong> the first step is always to talk to them individually. An experienced coach (such as R\u00f3bert Rad\u00f3<\/a> from our team, who has been through several such processes) helps the founder to articulate what he or she is afraid of actually<\/em>. What is his vision for the company and by himself<\/em> about the future? We do the same with the successor: what does he want \u0151<\/em>? Do you even want to? If yes, how? This clarity is key.<\/p>\n\n\n\n

    2. The Translator (Finding a Common Voice):<\/strong> Miut\u00e1n az egy\u00e9ni c\u00e9lok tiszt\u00e1k, j\u00f6hetnek a k\u00f6z\u00f6s, moder\u00e1lt \u00fcl\u00e9sek. A coach itt nem b\u00edr\u00f3, hanem \"ford\u00edt\u00f3\". Seg\u00edt leford\u00edtani az alap\u00edt\u00f3 \"aggodalom-nyelv\u00e9t\" az ut\u00f3d sz\u00e1m\u00e1ra, \u00e9s az ut\u00f3d \"innov\u00e1ci\u00f3-nyelv\u00e9t\" az alap\u00edt\u00f3 sz\u00e1m\u00e1ra. Seg\u00edt\u00fcnk olyan kereteket szabni, ahol a felek \u00edt\u00e9lkez\u00e9s n\u00e9lk\u00fcl besz\u00e9lhetnek az elv\u00e1r\u00e1saikr\u00f3l \u00e9s f\u00e9lelmeikr\u0151l.<\/p>\n\n\n\n

    3. The Designer (Structuring the Process):<\/strong> The succession coaching<\/strong> not just talk. We break the process down into concrete, measurable steps.<\/p>\n\n\n\n