In your view, what is the main lesson you have learnt from your experience with succession planning and engaging the next generation within your company?

Mathias Fritsch. – “The key lesson is that succession is not a transaction, but a passing on of culture. Engaging the new generation requires giving them genuine decision-making autonomy, rather than simply having them carry out technical tasks. The successor’s legitimacy is built on their ability to embody the firm’s DNA whilst infusing it with a modern vision.

This issue became unavoidable following the departure of a long-standing partner, highlighting the fragility of an overly centralised management structure. This realisation demanded an immediate response and led to the merger of Architectes Paczowski et Fritsch and B+F Architectes.

How do you manage to balance the family’s expectations with the company’s economic and strategic imperatives?

“We have completely separated the business from the family in structural terms.

Discussions about inheritance can cause tension, but we have managed to establish a clear policy on the matter.

Which decisions or developments in governance or the professionalisation of management have had the most significant impact on your company?

“The introduction of an HR policy was a real turning point that enabled the company to develop and grow.

How does your company balance the need to honour its heritage with the need to innovate or transform itself in order to remain competitive?

“Consistency in architectural quality allows us to bridge the past, present and future.

What were the most decisive choices made regarding the financing of growth?

“The merger of our two offices has been a real driver of growth and funding. I wouldn’t change a thing about that decision.

At what point did you feel it was necessary to accelerate the company’s growth?

“Following the 2009 crisis and the subsequent decline in public sector orders at that time.

What were the main drivers – and the main challenges – of your internationalisation strategy?

“Architecture is easy to export, but it’s difficult to build up an effective network abroad. Competition is fierce.

How can a family business attract and retain key talent in an increasingly competitive environment?

“Longevity is certainly a reassuring factor, but it can also make a business seem a bit ‘stale’. It is therefore essential to constantly reinvent oneself whilst building on the reputation and recognition already established.

How has increased international competition in your domestic market changed your positioning, organisation or strategy?

“We are strengthening local partnerships in order to respond to international pressure.”

This article was written for the June 2026 issue of Paperjam magazine, published on 20 May. The content is produced exclusively for the magazine. It is published on the website to contribute to Paperjam’s comprehensive archive. Click on this link to subscribe to the magazine.

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