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{"version":"0.3.0","atoms":[],"cards":[],"markups":[],"sections":[[1,"p",[[0,[],0,"Privately owned architecture firms considering\ninternal ownership transitions face numerous hurdles in today\u2019s consolidating, competitive environment. Financial\nconsiderations, firm culture and professional careers must all be taken into\naccount in deciding upon the most suitable course of action."]]],[1,"p",[[0,[],0,"The alternatives of an internal program,\nan external sale or merger, or the closure of the practice mean the final\ndecision will not only affect the financial return to the owners. It will also\nhave an impact on the continuation of employment for the staff and, ultimately,\nthe firm\u2019s culture and control."]]],[1,"p",[[0,[],0,"There is no single right answer, since\nthe decision varies by firm and owner circumstances and priorities. This paper\noutlines the many critical factors to consider and the appropriate steps and\nprocesses to be undertaken when determining the best course of action for\ntransitioning firm ownership. "]]],[1,"p",[[0,[],0,"\n\n\n\n\n"]]]]}
Description
This paper outlines critical factors and appropriate steps to take when determining the best course of action for transitioning firm ownership.
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Processes and factors to consider when choosing a course of action
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selling firm, merging firm, closing firm, ownership transition, firm culture, firm ownership
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