Emotional differences and diverging perspectives among family members are among the most persistent and difficult issues to manage for family firms.

Exporting, once viewed as the preserve of corporate giants, is increasingly within reach for family-owned companies determined to grow while staying true to their roots.

As the first generation of post-war founders reaches retirement age, a vast number of privately held firms are preparing for ownership transitions on a scale not seen before.

Whether they are centuries-old manufacturers, neighbourhood grocers or emerging technology innovators, these firms play a far more influential role than their modest public profiles might suggest.

Succession is important but business owners often put off the conversations and decisions because it is perceived as easier to defer it.

Behind the polished boardrooms and annual reports lies a daily balancing act, one that requires deft navigation between the imperatives of business and the emotional dynamics of family life.

Government encouraged to support entrepreneurs and smaller companies with a Budget that encourages them to invest.  

New Family Barometer 2025 report outlines the issues shaping the priorities and strategies of wealthy families around the world.

Family businesses occupy a paradoxical place in the corporate imagination. On one hand, they are viewed as reassuringly traditional, corner-shop stalwarts, multi-generation manufacturers or regional firms where everyone knows everyone.

Leading family-owned furniture retailer, Barker and Stonehouse, is excited to announce a new partnership with award-winning Norwich department store, Jarrolds.

Family Business United (FBU) is calling on the UK Government to urgently rethink proposed changes to inheritance tax reliefs in the Budget.

Founders who show up, talk and act like human beings instead of corporate robots, and let people in, are building serious momentum.

Family businesses are the backbone of economies across the globe, and the UK is no exception. They are significant employers, last generations and make a global impact.

Family-owned enterprises remain one of the most powerful engines of the British economy but they do think and act differently to other business entities.

Family businesses that survive more than three generations share a familiar architecture — ten pillars that support their endurance.

New guide on the weight of legacy and the components of legacy in the context of family businesses launched.

Family firms sit uneasily between two magnets of modern capitalism. One pulls them towards profit, public markets and professional...

Next generation members in family businesses face lots of challenges and one that's increasingly being recognised is the role of imposter syndrome in future leaders.

What distinguishes family businesses that endure from those that falter is not merely entrepreneurial instinct or family loyalty, but the presence of sound governance.

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