What does it really take to step into a family business, assume responsibility and still create something new? In episode #25 of the #nxtKNOWLEDGE Podcast, Isabel Grupp-Kugler shares a candid perspective on leadership, succession and the mindset companies need to remain viable in the long term.
Curiosity plays a central role in her approach to leadership. Whether it is testing new technologies, exploring new leadership models or simply driving an electric car in a rural area, she believes real progress starts with trying things out instead of talking about them. Change, in her view, must prove itself in everyday business life.
In conversations with companies, she repeatedly observes the same challenge: topics such as AI, automation and corporate culture are discussed extensively, yet often remain theoretical. What decision-makers truly need are practical examples from real companies. Insights into what works, what fails and why. That is exactly where her perspective as a managing director in an industrial family business becomes especially valuable.
As a third-generation leader in an industrial supplier company, succession was not an obvious or easy decision for her. Her early interests lay in media, fashion and international experience. Entering the family business was driven less by obligation and more by a sense of responsibility – towards employees, the company and the opportunities she had been given. Over time, this responsibility developed into genuine passion, particularly for leadership, culture and people development.
Visibility is another key theme. As a supplier without a consumer-facing brand, awareness does not happen automatically. By using social media strategically, especially LinkedIn, the company has strengthened its employer brand, improved recruiting quality and built trust. Potential employees already understand the company’s values before the first conversation takes place.
When it comes to generational diversity, her message is clear: comparison does not help, collaboration does. Experience and young momentum must be combined deliberately. Concepts like reverse mentoring show how knowledge transfer can work in both directions and how companies can benefit from different perspectives.
One of the most critical issues she highlights is succession itself. While much attention is given to skills shortages, the lack of successors is often overlooked. Many companies struggle to find someone willing to take over, not because there are no potential heirs, but because entrepreneurship has lost its appeal. Regulatory pressure, limited recognition and a negative public image discourage the next generation from stepping up.
A powerful contrast emerges from her travels, particularly in Vietnam. There, she experiences a strong performance mindset: people working multiple jobs, striving to build something and willing to invest effort before making demands. Compared to this, she observes a growing tendency in Germany to prioritise expectations before contribution – a development she views critically, especially in recruiting.
Her conclusion is optimistic but clear: the potential is there. Innovation, know-how and entrepreneurial strength have not disappeared. What is needed more often is the decision to act, to take responsibility and to lead with conviction rather than hesitation.