Across generations, well-governed families have shown a greater ability to grow, adapt and endure, balancing the needs of the business with the dynamics of family life.

While families have long formed the backbone of commerce and trade, the systematic study and management of family enterprises emerged much more recently.

Looking back from 2025 to 1925, two years separated by a century of transformation, reveals not just how family firms have changed, but how history itself has sculpted their character, priorities, and survival instincts.

As we move into 2026 and beyond, family businesses find themselves standing at a decisive moment in their long histories.

AI introduces new ways of engagement and is about to represent opportunities and threats for family businesses the world over

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.

At a time of economic and political uncertainty, technological change and shifting consumer values, supporting family businesses has never been more important.

Campaigning results in APR/BPR amendments by Government which is welcome but more needs to be done to support family firms.

To ensure long-term success, family business boards must focus on building trust, fostering accountability, and avoiding common governance pitfalls.

As Christmas approaches, these companies show, year after year, that doing business “the right way” is not only possible but profoundly impactful.

In every British high street, from the glow of Edinburgh’s shop windows to the bustle of London’s backstreets, December arrives with a particular kind of magic.

The release of the latest Data Maturity Index identifies soaring AI use but issues around employee data literacy.

To thrive across generations, family firms increasingly adopt robust governance structures that balance emotional ties with professional discipline.

Professionalisation becomes not merely a strategic choice, but a necessity for survival and sustainable growth for family businesses over time.

When a family business opens the door to investment, the questions that follow are rarely about profit alone. They are about leadership.

When a business is involved, along with money, legacy and leadership, the concepts of fairness and equality quickly become complicated.

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.

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