Succession planning was not happening in this FOB because Dad (the founder) was avoiding the task of choosing one son over another. What was needed was an objective assessment of both sons and their potential for taking the helm.
Mom and Dad, founding partners of this FOB, could not agree on succession. One son-and potential successor-had already left the business by the time help was sought and his sister was making noises about leaving as well.
Two sons with perfectly complementary executive skills succeeded their father in this FOB. The problem was they were at each other's throats. With a feuding management team, this company had dismal prospects for the future.