A third of Italian family firms are already or will be undergoing a leadership transition within the next 10 years, yet less than half report having a clear succession plan. The majority of family business CEOs are family members, and this function is likely to be mostly held by the owners even after the generational transfer. Globally, however, the proportion of non-family CEOs is forecast to nearly double—from 13% to 26%—while in Italy it is expected to climb from 24% to 17%, despite the fact that 10% of businesses do not disclose their future plans. These are some of the key findings of the report "Family Business Succession Planning and the Next Generation", the fourth study in Deloitte Private's Family Business Insights series, which examines the maturity and challenges faced by family businesses in planning for generational continuity using a survey of approximately 1,600 businesses. In terms of planning, 43% of Italian family firms say they have a clear succession plan for family leadership, which jumps to 52% for CEOs. However, 45% of organizations believe it is required to revise their family leadership strategy, and 24% their CEO plan. Contrary to the global trend of tripling the use of non-family managers, faith in family leadership remains strong in Italy. Succession issues differ between Italy and other parts of the world. Globally, the primary barrier is a shortage of qualified successors, followed by incumbent leaders' reluctance to transfer power. In Italy, however, the primary impediments are uncertainty about the company's future orientation, reluctance to hire external management, a lack of a defined succession plan, and insufficient training for the coming generation.