When the business passes from father to daughter

How the interim manager helped in the generational change at KORAN

Imagine a company that works well. It has customers, an experienced team, proven practices. But there comes a moment when the scepter needs to be handed over. Father – founder, owner, engineer in body and soul – decides to step down from management. And his daughter steps in. A new generation. A new perspective. New challenges.

This is exactly what KORAN experienced.

Between tradition and the future

KORAN is a manufacturing company with deep roots and professional background. Ing. Petr Růžička, long-time owner and managing director, was behind its growth and stability. At a certain stage, however, he decided that it was time to hand over the management to his daughter, Petra Dušáková.

Petra Dušáková knew KORAN like the back of her hand. She started there literally from the floor – from cleaning, to operating machines, to the office agenda. But when it came time to take over from her father, she quickly understood that knowing the company from different angles did not mean understanding its management. 

Despite her years in the business, she was humbled to realize how much she still didn’t know. And that if she wants to keep the family business strong and meaningful, she needs help.

This is not an easy step. Not only humanly, but also organizationally. Especially when you want the transition to be smooth, professional and not lose any of the company culture or quality.

Why did she bring in an interim manager?

Aleš Kuboušek, an experienced interim manager, joined the company as a guide through this generational change. His task was not to “manage instead of someone”, but to help the new CEO and the whole team to manage key changes and at the same time to improve some areas in the operation.

What were the specific objectives of his mission?

✅ Defend QMS certification (quality process management must work with new management)

✅ Go through a process audit and be clear about what is working really well – and where there is room for improvement

✅ Introduce LEAN principles – i.e. the search for savings that do not compromise quality

✅Using micro digitization to streamline the SMED process (to minimize time and downtime in production)

What did it bring?

In addition to meeting all of these goals, they have done something that is usually the most difficult in family businesses:
to create a respected position for the new CEO without severing ties to the past.

In addition to meeting all of these goals, they have done something that is usually the most difficult in family businesses:
to create a respected position for the new CEO without severing ties to the past.

Interim manager as a bridge between generations

The generational change is a moment full of emotions, expectations and uncertainty. In a family business, doubly so. When handled respectfully and with the support of an experienced guide, it can result in a stronger company. One that stands on a solid foundation while looking ahead.

Are you planning a change in leadership? Don’t leave your people alone.

If your business is facing a similar change, it may be time to call in someone to help you build a new bridge – not tear down the old one.

An interim manager is not a competitor, but a partner for when it counts.
Like at KORAN – where he helped maintain continuity, build trust and modernize at the same time.