How Two Siblings Saved Their Family Business for a Third Generation

Switzerland faces a growing challenge as over 90,000 small and medium-sized businesses need a succession plan in the coming years. Each transition typically takes around four years to complete. One family that successfully navigated this process is the Walsers, who now lead Walser AG as the third generation of owners.

The company, founded in 1945 by Robert Walser, has recently passed into the hands of his grandchildren, Christin and Claudio Walser. Their journey took eight years, culminating in full ownership in 2024.

The succession process for Walser AG began in 2016 when Christin and Claudio Walser, then in their late twenties, faced a key decision: sell the company or take it over together. Christin, initially considering opportunities outside the business, ultimately became co-CEO at 29. Claudio described their choice as 'completely voluntary', while Christin saw it as 'staying put' in the family firm.

Their father remained on the board during the transition, offering trust and freedom. The siblings worked closely with business consultant Frank Halter, who stressed the importance of involving all family members. With three other siblings showing no interest in the business, Christin and Claudio took on the responsibility alone.

The Walsers' experience contrasts with broader trends in Swiss family businesses. Studies suggest only 30% survive to the second generation, often failing due to power struggles, unclear roles, or unresolved family conflicts. Common challenges include resistance to change, false loyalty, and a lack of shared values. Over one-fifth of entrepreneurs over 65 still lack a concrete handover plan, and 15% expect their businesses to close without a successor.

The Walsers now lead Walser AG as sole owners, marking the end of an eight-year succession process. Their story highlights the importance of early planning, clear communication, and external guidance in ensuring a smooth transition. For many Swiss SMEs, however, finding a successor remains an unresolved challenge.