The Church is not a democracy, but it is deeply concerned with continuity. The succession of popes in the Catholic Church is one of the most enduring and emblematic examples of leadership continuity in human history. From St. Peter, believed to be appointed by Christ himself, to the new pontiff, the papacy has seen over 2,000 years of various transitions, with all its ups and downs. In a world where institutions falter and empires collapse, the Catholic Church endures—and part of that durability lies in how it handles succession. For family businesses, which often face deep emotional, generational, and structural challenges in leadership transitions, there is much to learn from the Vatican’s ancient yet rather effective system. So here are some valuable lessons that the continuity in the Catholic Church teaches us with regards succession in family businesses.

Legacy Over Ego
As Pope Francis once said “The papacy is not a trophy—it is a trust.”. Every pope inherits the legacy of his predecessors while being expected to shape the Church in his own way. The role is larger than the man. This mindset contrasts sharply with many family businesses where founders struggle to let go, fearing that their successors may erase or distort their life’s work.

In the Church, the individual serves the office, not the other way around. The message is clear: succession is not abandonment—it is continuity. For family businesses, this requires founders to see the company not as a monument to their personality, but as a living mission that must evolve. Many founders fear that letting go diminishes their identity. But when they reframe succession as a way to extend their legacy, not lose it, they become powerful architects of the future. The Italian luxury brand Ermenegildo Zegna, now led by the fourth generation, credits its success to its founders’ deliberate shift from ego to legacy. Succession was viewed as a duty to the family name, not a loss of power.

Discernment and Deliberation
The process of selecting a pope is cloaked in ceremony, but behind the scenes it is strategic and deliberate. Cardinals consider the needs of the Church, the skills required for the time, and the character of the candidates. It’s not merely about loyalty or inheritance; it’s about capacity and calling.

Too often in family businesses, successors are chosen based on birth order or proximity to power rather than competence or passion. The papal model insists that discernment must be rigorous. Is this person called and capable of leading in this moment? That question must be at the center of family business succession planning.

Mentorship and Formation
Future popes often spend decades rising through the ecclesiastical ranks—serving as priests, bishops, cardinals—learning, failing, and maturing under the eyes of mentors. Leadership is earned over time.

Family businesses frequently underinvest in developing the next generation. Children or heirs are sometimes shielded from hardship or responsibility until it’s too late. The Church teaches us that succession is not a handoff; it is a formation. Start early. Expose heirs to the complexities. Let them struggle, grow, and be shaped. Succession does not start with a will, but with a calendar. Begin the process years—not months—in advance.

The Value of Ritual and Symbolism
When a pope is elected, the rituals—the white smoke, the balcony announcement, the new name—mark a psychological and communal shift. It says: a new chapter has begun, yet the story continues.

In family businesses, transitions are often informal or hidden, leading to confusion, resentment, or power struggles. A ceremonial, symbolic, and clearly communicated succession can unify a company, clarify roles, and affirm the successor’s legitimacy. It gives the moment the weight it deserves. Family businesses often overlook this. Handovers happen quietly, with little ceremony, leaving stakeholders unclear and employees uncertain. Thoughtful transition rituals—formal announcements, legacy tributes, founder’s letters—create a clear emotional bridge. When the plastic toy brick maker LEGO transitioned leadership from Kjeld Kirk Kristiansen (third generation) to a non-family CEO, they held a formal ceremony involving all employees, suppliers, and even customers, signalling commitment to continuity.

Organisational Identity Beyond Personality
Despite the charisma or ideology of each pope, the Church remains rooted in its core beliefs and values. Its institutional identity is not defined by any single leader but shaped over time through a balance of tradition and innovation.

Family businesses must also resist the trap of personality cults. The founder may be visionary, but if the brand and business cannot survive without that personality, the foundation is fragile. Build systems, culture, and values that endure beyond any one person. Family businesses must build enduring systems—codified values, governance structures, strategic plans—that ensure sustainability beyond any one person. Tata Group in India formalised its family constitution, with mechanisms for governance, dispute resolution, and generational transitions, ensuring the institution lives beyond any one chairman.

Conclusion: Succession as Stewardship
The Catholic Church’s model of papal succession reminds us that leadership is not ownership—it is stewardship. For family businesses, succession planning is not just a strategic necessity but a spiritual exercise in humility, vision, and legacy. It demands patience, courage, and the ability to serve something greater than oneself.

Whether leading souls or stewarding a family enterprise, the question remains the same: What are we building that will outlast us? And more importantly: Who are we preparing to carry it forward?

Succession isn’t a transaction—it’s a transfer of trust. Thus another pivotal the question is: Are we preparing people to inherit power—or to steward purpose? When done well, succession becomes more than a risk to be managed. It becomes a story of renewal, a celebration of growth, and a profound testament to the belief that what we build today is not just for us—but for those yet to come.