Corporate & Succession Law
Vol. 1, nº 4 — April 2026
This article investigates why isolated wealth-planning instruments, such as holding companies, quota donations, and wills, often fail to ensure family-business continuity. Through doctrinal legal, bibliographical, and interdisciplinary research, it argues that effective succession planning depends on integrating wealth architecture, family governance, and corporate governance. The thesis is that preventive governance is not an accessory stage, but a functional condition of effectiveness: it converts static legal positions into decision-making processes capable of managing generational transition. As its contribution, the article proposes a succession-coherence matrix based on four cumulative dimensions: ownership, power, competence, and conflict.
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