The release of Deloitte Private’s Family Business Insights Series: Defining the Family Business Landscape, 2025 reveals how family-owned businesses are evolving to fuel long-term growth. Based on a survey of 1,587 family businesses across 36 countries and in-depth interviews with 30 senior executives, the research explores how family businesses are navigating a complex market landscape through innovation, strategic expansion, and leadership transformation. Key Takeaways Among

Three in 10 business owners do not have a pension independent of their business, according to Rathbones Group, one of the UK’s leading wealth and asset management firms, warning that millions may be taking unnecessary risks with their future finances.

In today’s marketplace, a brand is far more than a logo or a tagline—it is the story that communicates who you are, what you stand for, and why you exist.

In the world of family enterprise, few words carry as much emotional and strategic weight as legacy. It is invoked in boardrooms and at kitchen tables alike—used to justify decisions, inspire successors, and sometimes to resist change.

There is a particular weight that comes with inheriting more than a name. For the next generation of family business owners, succession is rarely just a career move—it is a deeply personal crossroads, where legacy, expectation, and identity collide.

The digital product studio commissioned Censuswide to survey 500 managers, directors and C-suite executives within UK businesses. It found that almost half (48%) know or suspect that employees in their organisation are using AI tools that have not been officially approved.

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

While family ownership can be found in almost every sector, certain parts of the global economy have proved particularly fertile ground for multigenerational endurance.

In towns and cities across the United Kingdom, from bustling high streets to rolling rural communities, family businesses quietly power the economy, sustain communities and embody values that often feel lost in today’s fast paced corporate world. These enterprises are more than commercial endeavours; they are legacies, emotional investments and living stories of generations working together toward a shared purpose. Whether it’s a third generation bakery in Yorkshire, a bespok

Philanthropy is increasingly understood not as an adjunct to business, but as a complementary strategy on so many levels.

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.

AI presents both an opportunity and a risk: adopt it wisely, and it can enhance competitiveness and efficiency; ignore it, and a firm risks being overtaken by more agile, digitally-savvy competitors.

For family businesses, community is not a peripheral concern—it is central to their identity, operations, and longevity.

The simple truth is that for the vast majority of Americans dreaming of creating and sharing wealth through a multigenerational family business, a disappointing scenario is more likely.

As the inheritance tax landscape continues to evolve, many families are looking more closely at which governance structures best reflects their long-term objectives.

Veritage International has published a new global research report highlighting significant, often overlooked risks facing business families during wealth and ownership transitions.

A feature detailing a number of long-standing, family-owned British breweries who continue not only to survive, but to thrive.

The great British retreat from the spare-room office is no longer a boardroom theory; it is a statistical reality.

Latest research identifies the oldest family businesses in each of 125 countries around the world.

For many family businesses, the decision to expand overseas represents both an alluring opportunity and a profound test of identity.