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.

Appreciating the differences between sales and marketing, and leveraging the synergy between them, is particularly crucial for family-owned enterprises in order to achieve their commercial goals.

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.

Family businesses frequently inherit values that predate the modern obsession with publicity, demonstrating humility in the way they operate.

Family business leaders across the UK are experiencing a familiar, but increasingly intolerable sensation: uncertainty.

Despite their importance, there remains widespread debate about what actually constitutes a “family business.”

Caring for your mind and mood can help you enjoy the festive season more fully. Think of it as giving yourself a present, the gift of mental wellbeing.

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

The clock is ticking for firms to get ready for the introduction of the Fair Work Agency (FWA), according to experts from international business and advisory group Azets.

Family enterprises are everywhere: small shops on high streets, manufacturing dynasties that have quietly scaled across borders, and tech founders who still ring in relatives on the board.

Unlike other companies, family businesses typically aim to pass the enterprise to the next generation rather than sell to an external party.

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.

The family office, a sophisticated, often understated institution that sits at the intersection of finance, governance, and legacy planning

The Japanese model of family enterprise is unique in its blend of tradition, cultural philosophy and pragmatic governance.

For many family businesses, rediscovering that purpose, sometimes decades after it was first defined, is the key to reigniting both growth and connection.

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

Due to their unique structure: the constant overlap of family, ownership and management, communication becomes not just important, but absolutely fundamental for family businesses.

Global markets, technological disruption, and complex succession challenges demand a new style of leadership: one that combines strategy, people skills, and a long-term vision.

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.