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2025年7月23日于北京+315格式

The Life-or-Death Game of Succession: How Can Chinese Family Businesses Cross the "Three Critical Passes"?

传承生死局

中国家族企业如何跨越“三重门”？

SCQ = The Era's Question — Luo Weiguo, President of China Brightspot Management Research Institute, argues that the dilemmas faced by Wahaha and Shanshan reveal the profound pains of family businesses transitioning from "rule by men" to "rule of law." This is not merely a wealth transfer, but a systematic project crucial to the stability of industrial chains and social trust. Only by completing the mental leap from "the entrepreneur's enterprise" to "the enterprise's entrepreneur," and by building an institutionalized succession framework, can this curse be broken.

SCQ=时代之问——中国亮点管理研究院院长罗卫国认为，娃哈哈与杉杉困局，揭示家族企业从“人治”向“法治”转型的深刻阵痛。这不仅是财富交接，更是攸关产业链稳定与社会信任的系统工程。唯有完成“企业家的企业”到“企业的企业家”的思维跃迁，构建制度化传承框架，方能破解魔咒。

L1: Breaking the "Human" Dilemma

L1：破“人”之困

1-1 Plan Ahead, Lock in the Future — Founders need to systematically plan before the age of 50, breaking the taboo of "avoiding talk of affairs after death." Emulating the "Cao Dewang Model," they should clarify distribution through rigorously notarized wills to avoid risks associated with shareholding proxies. The fact that 68% of entrepreneurs have no will in place plants a hidden risk of collapse for their businesses; lack of planning is the primary crisis.

1-1 规划前置，锁定未来——创始人需在50岁前系统规划，破除“讳言身后事”桎梏。效仿“曹德旺模式”，以严谨公证遗嘱明确分配，规避股权代持风险。68%企业家未立遗嘱，实为企业埋下崩塌隐患，规划缺位是首要危机。

1-2. Forging Capability, Practice-Oriented — Successors must undergo the "Three-Stage Tempering": solid grassroots job rotation (2+ years), honed experience in core positions (3-5 years), supplemented by an external mentor team. As demonstrated by Mao Zhongqun of Fotile's decade-long refinement, bridging the capability gap requires institutionalized, practical experience; this is the core path for social talent cultivation.

1-2. 能力锻造，实战为本 ——继承人需经“三阶历练”：扎实基层轮岗（2年+）、淬炼核心岗位（3-5年）、辅以外部导师团。如方太茅忠群十年磨砺，证明能力断层必须靠制度化实战弥合，此为社会育才核心路径。

1-3. Global Vision, Local Wisdom — Research by Luo Weiguo, Founding Chairman of China Brightspot External Brain Think Tank, points out the need to "view China from global endeavors," drawing lessons from Longfor's dual-class share trust to lock in control; and to "view the world from China," extracting local experience to feed back into global governance, achieving two-way empowerment and wisdom integration.

1-3. 全球视野，本土智慧——中国亮点外脑智库创办主席罗卫国研究指出，需“从全球事业看中国”，借鉴龙湖AB股信托锁定控制权；“从中国出发看世界”，提炼本土经验反哺全球治理，实现双向赋能与智慧交融。

L2: Clarifying the "Family-Business" Boundary

L2：清“家企”界

2-1. Legal Foundation, Rules First — Establish a "Family Charter" to set the "capability over bloodline" successor standard, and create a "family council + arbitration" dispute mechanism. Prenuptial agreements and asset ownership confirmation can avoid Shanshan-style equity confusion, bringing complex relationships onto the track of rule of law and laying the cornerstone of trust.

2-1. 法治筑基，规则先行——制定《家族宪章》，确立“能力优于血缘”接班人标准，建立“家族议事+仲裁”争议机制。婚前协议与资产确权可规避杉杉式股权混同，将复杂关系纳入法治轨道，奠定信任基石。

2-2. Structural Isolation, Controllable Risk — Utilize a limited partnership structure (core members as General Partners holding decision-making power) and asset isolation under Article 16 of the Trust Law to build firewalls. Strictly control personal guarantees to prevent Zheng Ju-style equity execution, ensuring business operational independence and isolating risk transmission.

2-2. 架构隔离，风险可控 ——运用有限合伙架构（核心成员任普通合伙人掌决策权）及《信托法》第16条资产隔离，筑防火墙。严控个人担保，杜绝郑驹式股权被执行，确保企业经营独立性，隔离风险传导。

2-3. Open Governance, Social Co-Cultivation — Luo Weiguo emphasizes that successor cultivation requires completing the transition from "family raising children" to "society raising children." Implement a "One-Third System" board (1/3 family, 1/3 professional managers, 1/3 independent directors) to break down insularity, absorb diverse capabilities through an open system, and achieve governance modernization.

2-3. 开放治理，社会共育 ——罗卫国强调，继承人培养需完成“家庭养孩子到社会养孩子”的过渡。推行“三三制”董事会（家族/经理人/独董各1/3），打破封闭性，以开放系统吸纳多元能力，实现治理现代化。

L3: Shouldering "Societal" Responsibility

L3：担“社”之责

3-1. Transparent Communication, Stabilizing Expectations — Proactively release "Succession Progress Reports," as Wanxiang Group did by convening stakeholders to explain arrangements. If Wahaha embedded a "guaranteed priority payment right for the supply chain" clause in its trust, it could eliminate channel panic, maintain ecosystem stability, and reduce external shocks.

3-1. 透明沟通，稳定预期 ——主动发布《传承进展报告》，如万向集团召集利益相关方阐明安排。娃哈哈若在信托中嵌入“保障供应链付款优先权”条款，即可消弭渠道恐慌，维系生态稳定，降低外部冲击。

3-2. Binding Responsibility, Inheriting Genes — Rigidly bind social responsibility clauses (e.g., Longfor's "R&D investment ≥ 3% of revenue") in wills or trusts. When enterprises are rooted in China and facing the world, they must win global respect through local responsible practices, highlighting the public benefit dimension of New Benefit.

3-2. 责任绑定，基因传承——在遗嘱或信托中刚性绑定社会责任条款（如龙湖“研发投入≥营收3%”）。企业立足中国、面向世界时，更需以本土责任实践赢得全球尊重，彰显新利益之公益维度。

3-3. Compliance Compatibility, Minimizing Cost — Cross-border succession requires forward-looking design of legally compatible structures. Listed companies must strictly fulfill information disclosure obligations to avoid Shanshan-style internal strife triggering market panic and stock price collapse, thereby minimizing social turbulence costs and safeguarding public trust.

3-3. 合规兼容，代价最小——跨境传承需前瞻设计法律兼容架构。上市公司须严格履行信披义务，避免杉杉式内斗引发市场恐慌与股价崩盘，最大限度降低社会震荡成本，维护公众信任。

H3 = Towards Enduring Legacy— Original perspective by Luo Weiguo, Chief Management Scientist of the New Benefit Humanistic Management School:True succession means institutionalizing lifeblood and codifying core DNA. This perilous leap transcends "wealth inheritance" to achieve "generational enterprise legacy." Only by using institutions to harness human nature and replacing personal favoritism with rule of law can we realize the trinity of "innovation, profitability, public benefit" within the New Benefit paradigm, empowering businesses to sustainably transcend cycles. May more entrepreneurs harness this wisdom to navigate the three critical passes and build enduring legacies.

H3=迈向传世——《新利益》人文管理学派首席管理科学家罗卫国原创观点：真正的传承，是让制度成为血脉，让规则化作基因。传承是从“财富传代”到“基业传世”的惊险一跃。唯有以制度驾驭人性，法治替代人情，方能实现“创新、赢利、公益”三位一体的新利益格局，使企业永续跨越周期。愿更多企业家借力于此，跨越三重门，成就传世基业。

References:

本文参考:

1、Luo Weiguo, New Benefit Management (Peking University Audio & Video Press)

1、罗卫国《新利益管理学》（北京大学音像出版社）

2、Rui Meng, Systemic Risks in Family Business Succession (CEIBS)

2、芮萌《家族企业传承的系统性风险》（中欧国际工商学院）

3、Luo Weiguo, Cognitive Breakthrough (Taihai Publishing House)

3、罗卫国《认知突围》（台海出版社）