Succession Readiness Scorecard — Rahim Noor

If you were unavailable for 3 months, who would make the key business decisions?

There is a clear, named successor already making most decisions A family member or senior manager would step in informally It would be unclear or contested The business would likely struggle significantly

How well does the next generation understand the business's financial position?

Fully — they are involved in all financial decisions Partially — they know the broad picture but not the detail Minimally — they are kept away from financial specifics Not at all

Do your senior managers respect and take direction from the next generation?

Yes — without needing the founder's backing on most matters Mostly — but they still refer major decisions to the founder Not really — the founder's word carries much more weight The next generation is not yet involved in senior management

How dependent is the business on the founder's personal relationships (customers, suppliers, banks)?

Relationships have been systematically transferred or shared Some key relationships are being transferred, but the founder remains central Most key relationships depend on the founder personally Almost all significant external relationships are the founder's alone

Has the family had an honest, structured conversation about succession?

Yes — roles, timelines, and expectations are clearly defined Partial — the topic has come up but nothing is formally decided Avoided — it creates tension when raised It has never been raised

Does the next generation have specific areas of the business where they have full decision authority?

Yes — clear domains with real accountability Partly — they lead some areas but the founder still has the final say Not really — they manage but do not decide No — the founder makes all key decisions

How would you describe the next generation's readiness for full leadership?

Ready now — they could take over without significant disruption On track — 2–3 years of structured development would be sufficient Some way off — significant gaps remain in capability or confidence Not ready — and there is no clear plan to get there

Is there a written document that describes what happens to the business if the founder is suddenly unable to continue?

Yes — it is detailed, current, and known to the right people Partial — some arrangements exist but not comprehensively Only informally — verbal understanding but nothing written No

How clear is the plan for capital and ownership after the transition?

Fully structured — shareholding, distribution, and control are defined Mostly clear — the broad outline is agreed, details remain Vague — the intention is there but nothing is formalised Not discussed

How well do family members in the business agree on how it should be run?

Strong agreement — differences are discussed and resolved well Mostly aligned, with some managed tensions Regular friction — kept under control but not resolved Significant disagreement that could affect the business

Does the founder have a clear sense of what they want to do after stepping back?

Yes — there is a clear and positive plan for the next phase Somewhat — there are ideas but no firm plan Not yet — stepping back feels like a loss more than an opportunity The founder does not want to step back

Overall, how urgent does succession planning feel to you right now?

Very — we are actively working on it Moderately — it is on my mind but not yet structured Low — I know it matters but other things take priority Not a current concern

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