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Anatomia dello stallo. Dalla divergenza strategica al conflitto personale: i trigger del blocco


Non tutti i deadlock sono uguali. Per gestire la patologia, bisogna saperne diagnosticare le cause. Lo stallo decisionale nelle società 50-50 non nasce quasi mai dal nulla; è il risultato di un logoramento che può avere radici tecniche o umane.1. Divergenza strategica.  È la causa più nobile, ma non meno letale. Un socio vuole reinvestire gli utili per l’espansione all’estero, l’altro preferisce la distribuzione dei dividendi. Entrambe le visioni sono legittime, ma incompatibili. 2. Asimmetria di impegno.  Spesso, nel tempo, uno dei soci finisce per dedicare più tempo, competenze e risorse all'azienda, percependo l'uguaglianza dei voti come un'ingiustizia sostanziale. 3. Conflitto generazionale o personale. Nelle PMI italiane, il fattore umano è predominante. Una lite familiare o una diversa visione sul passaggio generazionale può tradursi in un veto sistematico in assemblea.   Dal punto di vista giuridico, il deadlock si manifesta tecnicamente come l'impossibilità di deliberare su oggetti essenziali. Se l'assemblea è deserta o il voto è sistematicamente bloccato sul 50%, la società entra in un'impasse che, se prolungata, integra la causa di scioglimento prevista dal Codice Civile: l'impossibilità di funzionamento dell'organo assembleare. Comprendere questi trigger è il primo passo per costruire uno statuto "a prova di bomba".
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38068 Rovereto (TN)
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