How to prepare families and institutions for continuity

What the report says

The Independent Uganda published a commentary by Peter Wachira, chief executive of ICEA LION Trust Company, arguing that East African family businesses face a major test as founders from enterprises established in the 1970s, 1980s and 1990s begin transferring control to younger generations. Wachira said the issue was discussed at the TARA Estate Planning Symposium in Kampala on July 16, 2026, at Arirang Hotel, where legal, financial and business stakeholders also launched The Estate Planning Association.

The article frames succession as more than the division of property after death. Wachira wrote that families often focus on accumulating assets but fail to build the systems, leadership capacity and governance needed to keep businesses operating after a founder leaves. He cited regional examples of companies declining, disputes over estates, land tied up in succession cases and customer relationships weakening when knowledge and authority are not passed on deliberately.

Wachira’s central recommendation is that families prepare early through three linked pillars: open family conversations, shared values and formal governance. He argued that future leaders need preparation before transitions become urgent, and that family enterprises should create decision-making structures, accountability mechanisms, family councils and dispute-resolution processes rather than relying on the founder’s personal authority.

The commentary also highlighted the role of professional trustees in maintaining continuity, separating emotional family issues from governance and protecting long-term beneficiary interests. More broadly, the piece says succession planning should become part of mainstream business planning in East Africa, where maturing economies and expanding markets make business continuity important for jobs, investment and institutional stability.