The transformation of family businesses in Cyprus: From tradition to innovation

Family businesses are a key pillar of the Cypriot economy, deeply rooted in the local community and cultural identity. Although they are often recognised for their stability and long-term outlook, the challenges they face today are more complex than ever. In a rapidly changing business environment, the need for strategic adaptation is imperative.

According to European studies, family businesses represent over 60% of enterprises in the EU, contributing significantly to both employment and GDP. In Cyprus, their presence is even more prominent—particularly in traditional sectors such as retail, tourism, and services. However, the true transformation of these businesses is not just about improving financial performance but about transitioning from a tradition-based model to one that embraces innovation and professional management.

Succession as a multifaceted challenge

Succession in the leadership of a family business is a particularly critical phase, as it combines intense emotional elements with strategically significant issues that affect the company’s future trajectory. In the Cypriot context, succession often remains a "taboo"—postponed or avoided, either due to the lack of a clear plan or the fear of causing rifts within family relationships.

It is important to note that only 30% of family businesses successfully transition to the second generation, while just 10% to 12% survive to the third. Experience has shown that successful succession cases rely on timely preparation, capability assessments, and the establishment of transparent decision-making mechanisms. Moreover, current leaders must accept that the next generation may hold different values and aspirations—often emphasizing new technologies, sustainable practices, or internationalization of the business.

Pursuing professionalism without losing identity

Balancing the "family character" with professionalism is not always easy. Introducing modern management practices such as independent boards of directors, advisory committees, and clearly defined roles can enhance transparency and efficiency. However, it is crucial that these innovations are integrated with respect for the culture and values on which the business was founded.

A good example is family businesses that have undergone digital transformation by adopting e-commerce, automation, and CRM tools, without losing the personal touch in customer service that makes them unique. Technology is not an enemy of tradition—it is a tool that can reinforce it.

The necessity of long-term strategy

In many cases, strategic discussions are limited to the question of "who will take over" rather than "how will the business evolve". Yet sustainability depends on shaping a broader vision. Beyond succession, there needs to be meaningful reflection on issues such as diversifying activities, expanding into new markets, incorporating sustainability principles (ESG), and leveraging data and technology for decision-making.

In some cases, the optimal choice might not be for family members to continue the business. Strategic divestment, collaboration with external investors, or even acquisition by another company might ensure the family’s long-term prosperity while allowing the business to continue growing under different terms.

A new approach for family businesses in Cyprus

The new generation of leaders in Cyprus is called to manage family businesses with new tools and a fresh mindset. Successful continuity does not rely solely on love for, and the sentimental tie-up with, the business or on the respect for tradition but also on the ability to tackle difficult questions: What is the vision for the next 10–20 years? Who should participate in decision-making? How can family unity be preserved without hindering progress?

Although the succession journey is filled with challenges, it also offers a unique opportunity: the chance to renew the business model without losing the soul of the enterprise. With strategic planning, investment in the skills of the new generation, and open communication, Cypriot family businesses can continue to thrive—not just surviving but leading the way forward.

Rennos Ioannides

Board Member

Restructuring and Debt Advisory

Head of the Family Business Unit

KPMG Limited

rioannides@kpmg.com

Ioulianna Demetriades

Manager

Deal Advisory

KPMG Limited

Ioulianna.demetriades@kpmg.com.cy