When family and business collide, and they will, having the right structure around the table is not a luxury. It is one of the most valuable investments a family business can make.

Family businesses are renowned for their long-term perspective, values-driven culture, and commitment to legacy. Yet one of the most common challenges for these enterprises is governance—specifically, creating a board that balances family influence with professional oversight.

With emotion, legacy, and strategy all intertwined, successful succession requires foresight, structure, and a willingness to confront difficult truths.

Putting cybersecurity firmly on the agenda is no longer optional; it is a matter of safeguarding continuity, reputation, and generational wealth.

In an era where cyber attacks are increasingly targeted, automated and financially motivated, family businesses can no longer afford to view cybersecurity as a purely technical concern.

The leader who retires in theory but not in behaviour, can be one of the most common and corrosive issues in family-run firms

The advent of artificial intelligence is not just changing how searches are conducted; it is redefining the very way businesses are discovered, evaluated, and chosen by consumers.

A strong governance framework is not about bureaucracy or distancing the family from the business; it is about creating clarity, resilience and continuity so that both can thrive together.

Insight into how family business boards operate under fundamentally different structural conditions than those assumed in much of traditional board theory.

A new report from Livingston James in association with EY - Investigating the Future CEO, exposes an important leadership and technology adoption challenge for organisations across Scotland.

Surprisingly, many private company boards pay little attention to perhaps their most important function, maximizing realized shareholder value.

Succession is not easy and being the son or daughter of the founder does not necessarily qualify you to be the next CEO.

For family businesses, 2026 is shaping up to be less about chasing the next big thing and more about stewardship and protecting what matters, while preparing for what’s coming.

As many as seven in 10 (71%) high-value decisions made by UK businesses are based on incomplete or partial data, according to a new study from EY.

Who really has the power to influence and shape decisions in a family business?

Differences in remuneration between siblings or family members can create tensions and ultimately lead to significant issues within family businesses.

Gender-based quotas are an effective way to challenge power structures and improve the number of women on major board committees, finds new research by emlyon business school. But ownership matters: state and institutional investors open the door, while family owners often keep it firmly shut. The study, conducted by Professor Jean-Luc Arregle, Professor of International Strategy at emlyon business school, and his co-authors investigated how national quotas and corporate owne

AI, transformation demands and sustainability targets are driving the growth of new roles in the boardroom, but C-Suite leaders are...

Family businesses form the bedrock of the global economy. From traditional high-street shops to cutting-edge tech start-ups, the...

Most family businesses reach a point where the board needs more than just familiar voices around the table. This usually happens as the...