This chapter investigates the impact of business succession and the associated transition on change management in family-owned businesses. By conducting interviews with family business successors and predecessors, the study explores the nuances of the succession process and the implementation of internal changes during this period. The findings highlight the necessity to distinguish between the inclination toward change and the actual implementation of change. Family business successors exhibit a higher propensity for change implementation, yet the success of such implementation depends on various factors, including the visions and ideas of both predecessor and successor, financial considerations, and the successor's human capital. This research contributes valuable insights into the intricate relationship between changing interpersonal dynamics, family ownership, and the succession process in family-owned businesses.