Koffi and Yao Assoua and their driver stood together in the back of the arrivals hall at Félix-Houphouët-Boigny International Airport. Though trying to maintain their dignity, the two brothers occasionally rose on their toes to see over the heads of the crowd. Koffi’s daughter, Aminata—or “Amina,” as they affectionately called her—was coming back home to Côte d’Ivoire, and they were hoping to offer her a role in the family business.
Case Study: Should a Family Business Accept a Returning Daughter’s Radical Proposal?
The founders of an Ivorian conglomerate take stock—with succession in mind.
Summary.
Two brothers who founded a successful company in Côte d’Ivoire must make a decision about how to bring their daughter and niece—educated in Paris and currently working there—into the family business, a company founded in 1988 and now one of West Africa’s most successful conglomerates. She has surprised them with an ultimatum: She will come back, but only as COO, in charge of some grand expansion plans.
Two experts—both with deep expertise in African family businesses—offer their advice in accompanying commentaries.
A version of this article appeared in the September–October 2024 issue of Harvard Business Review.