22 Oct Succession Lessons from the Hardwood: What Family Enterprises Can Learn from the Indiana Fever and Caitlin Clark
By Mike Schmitt, Rubra Group
June 16, 2025
In family enterprises, succession is rarely about simply handing over the reins. It is about crafting a system that blends legacy with future potential. The story of Caitlin Clark and the Indiana Fever offers a compelling lens into how organizations manage the arrival of a transformative figure while preserving institutional values and long-term cohesion. For family businesses, this is more than sports, it is an organizational case study in evolution.
Anne and I are the parents of three female athletes and over the years I have come to really appreciate women’s athletics. Our girls played Water Polo, Gymnastics, Track and Field, and of course Basketball. We have really enjoyed watching the women’s game in both the NCAA and now into the WNBA begin to be recognized for the athletes that they are. This last week I had the pleasure of watching the Indiana Fever play the New York Liberty. It got me thinking about haw organizational development in Professional sports sometimes has lessons for us working with family organizations.
The Fever, after years of rebuilding, are experiencing a cultural shift with the arrival of Clark. Her talent is undeniable, but what makes this season instructive is how the organization is managing the transition. Clark represents a new generation. Her leadership, scoring ability, and marketability create momentum. But even with such promise, success depends not on her alone but on how the entire system supports, adapts to, and integrates her into the culture.
Family businesses facing generational handoffs should take note. Bringing in a rising next-gen leader, whether a daughter returning from Harvard or a nephew stepping in from outside the industry, can energize the enterprise. However, enthusiasm without structure leads to short-lived gains. Clark’s onboarding into the Fever’s systems shows that high-potential successors require more than fanfare. They need alignment.
The Fever’s victory over the previously undefeated New York Liberty was not just a sports headline. It was a case of a young team learning how to win together. In family businesses, winning together requires shared values, clearly defined roles, and intergenerational trust. The Fever did not ask Clark to carry the franchise alone. Instead, they surrounded her with experienced players like Kelsey Mitchell and NaLyssa Smith, creating a balanced core that helps her grow without being overwhelmed. The message is simple: potential thrives in well-structured environments.
Organizational development principles stress the importance of role clarity, feedback systems, and culture shaping. These principles are on full display with the Fever. Clark’s integration involves more than just talent deployment. It involves redefining team dynamics, adjusting expectations, and investing in communication. Similarly, when a family business welcomes its next leader, the family must revisit its governance models and operational rhythms. It is not enough to announce the new generation. There must be a deliberate plan for mentoring, accountability, and strategic adaptation.
A critical element in both basketball and business is identity. Who are we now that change has arrived? The Fever are answering that question by blending tradition with innovation. They honor the contributions of their veterans while giving Clark room to redefine the team’s future. Family enterprises often struggle with this duality. The founding generation wants continuity. The next generation wants evolution. Both are right, and both must learn to coexist. The organization must act as the translator, turning individual ambition into shared vision.
The Fever also demonstrate the power of resilience in systems thinking. Early in the season, Clark and the team faced scrutiny and growing pains. Rather than panic or isolate the new talent, the organization maintained stability. They trusted the process. Family enterprises need that same patience. New leaders will stumble. Long-time stakeholders may resist. But if the organization remains clear about its mission and supportive in its systems, it can withstand turbulence and grow stronger.
One of the more subtle lessons from the Fever’s current journey is emotional intelligence. Clark’s transition from collegiate dominance to professional challenges required humility and openness. Likewise, successful successors in family businesses must balance confidence with curiosity. They must understand the emotional terrain—unspoken loyalties, historical grudges, and generational pride. Emotional intelligence is not soft. It is structural. It underpins every difficult conversation and every hard decision.
What makes this moment instructive is how the Fever have become a learning organization. They are iterating in real time. So must family businesses. Succession is not a baton pass. It is a relay race where every leg matters and the handoff is just one part of a broader rhythm. From the sidelines to the executive boardroom, it is the cohesion of the unit that determines performance.
In conclusion, Caitlin Clark and the Indiana Fever are not just a sports story. They are a living case study in organizational development. Their journey illustrates how to welcome new talent while preserving cultural integrity, how to foster growth within structured systems, and how to navigate the complexities of identity during transition. For family enterprises, the lessons are clear: succession is not only about leadership. It is about alignment, patience, and the willingness to grow together.
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