Founded in 2022 from the vision of Gian Luca Nieddu, MUSE Strategy is today a boutique strategic consultancy with an international outlook, supporting Italian and foreign multinational groups in their growth journeys, with a special focus on a topic often underestimated: generational transition. Supporting companies during this delicate phase is a challenge that goes beyond planning—it involves a deep reflection on the future of the company’s identity and the values that will be passed on to future generations.
by Roberta Imbimbo
Dr. Nieddu, how central is the issue of generational transition in strategic business consulting?
It’s extremely central! For us, it’s a fundamental component of the growth paths we build with our clients. When we talk about development strategies for the next 3–5 years, launching new products, or entering new markets, we are inevitably talking about the future. And the future of a company is closely tied to who holds and manages control. Generational transition is therefore not just a corporate or financial matter—it is a lever for strategic direction.
In what sense is it strategic?
Because it requires deep reflection on identity, governance, and vision. Founding parents often have a natural tendency to preserve what they’ve built—which is understandable. But when the next generation is able to step into a leadership role, it can trigger a wave of renewal: new business models, new technologies, expansion into foreign markets. When well-orchestrated, generational transition can become a real accelerator of change.
What happens when the next generation doesn’t want to join the company?
This is becoming increasingly common compared to the past. And it’s a critical moment because it raises important questions about the company’s future. In these cases, our consulting shifts to a broader scope: we assess the entry of external managers, redesign governance structures, and explore possible exits, mergers, or alternative succession plans (including IPOs). Even here, the key point is ensuring continuity—not only operationally but also in terms of values and company culture.
What tools do you use to address these dynamics?
We work on two interconnected levels. On one side, there’s technical and financial analysis: corporate structures, governance, taxation. On the other, there’s intergenerational dialogue: we facilitate discussions and help translate differing visions into shared strategies. It’s a process that requires sensitivity, as it touches personal, family, and emotional dimensions. But when properly supported, this journey can lead to deep and lasting transformations with a future-oriented outlook.
What can an entrepreneur do when they have a development project but lack the resources to carry it out alone?
Today there is a pathway that is becoming increasingly concrete for many entrepreneurs, especially when the founder lacks the financial capacity to support growth projects on their own or when there are no heirs ready to take over the business right away: opening up capital. Generational transition isn’t just about internal succession—it’s also about external strategic vision. There are entrepreneurs with clear ideas and ambitious expansion plans—opening new markets, digitizing the company, launching new products. These initiatives require capital and specific resources, and often the founder cannot fund them alone. In such cases, MUSE Strategy supports companies from the initial evaluation of possible options: from crowdfunding to the search for an industrial partner, all the way to opening equity through tools such as private equity or, when conditions allow, an IPO. However, before discussing finance, it is essential to help the entrepreneur clarify where they want to take the company, what skills are needed in terms of know-how, and what resources are required to achieve that vision. Only after defining this broader vision can the entry of new capital be properly assessed.
In conclusion, what role does MUSE Strategy aim to play in this process?
We want to be a trusted partner—more of an “advisor” than just a “consultant”—able to help the entrepreneur and their family clearly understand the present and build the future with courage. Generational transition isn’t just a phase to go through; it’s an opportunity to rethink the company’s course. And we’re here to contribute with method, expertise, and vision.
