This is a very common path in terms of organizational life cycle. It's all colonels, it's a very strange looking organizational chart. You either have to grow or have turnover. A certain amount of turnover is desirable, and if you're hiring the right people, you will have some turnover. You can tell a lot about a company's culture by their recognitions or ceremonies.
Successors have to shift the meaning of loyalty from longevity to performance.
You have to be willing to accept a redundant organization-that you've got more people than you need. Family businesses need some stimulant to their strategic thinking. Cargill, the largest family business in the world, is very inbred. They hire homogeneously, promote from within, have a culture that is so powerful that everyone starts to look and think the same. The challenge to successors is to un-stagnate while maintaining the company's identity and traditions.