There is a particular tension that sits at the heart of many multigenerational family businesses — one that is rarely spoken about openly, but that shapes some of the most consequential decisions a family will ever make.

There is a quiet revolution happening in the world of business — and it has been happening for centuries. It does not make the front pages as often as the latest tech unicorn or billion-pound corporate merger, but its impact is undeniable.

Research indicates that the gap between planning and action is the single greatest obstacle to sustainable growth. How can leaders identify the early warning signs and overcome this barrier?

Every family business runs on two systems at once. There is the business itself, with its customers, its numbers and its decisions, and there is the family behind it, with its history, its loyalties and its unspoken expectations.

There comes a point in the life of many family businesses when the rules that have always lived in people's heads need to be written down.

The history of Gucci is a tragedy of a very particular kind, the kind that should make every business family stop and think.

Bringing in an external leader is one of the most consequential choices a family business can make

Family businesses are the backbone of the British economy. From the corner shop to the sprawling manufacturing dynasty, enterprises run by families account for a significant proportion of private sector employment and output across the United Kingdom.

For generations, the family business has been the backbone of economies the world over — a story of shared sacrifice, inherited grit, and the stubborn belief that what you build together endures. But today, that story is under greater strain than ever before.

There is a particular tension that sits at the heart of many multigenerational family businesses — one that is rarely spoken about openly, but that shapes some of the most consequential decisions a family will ever make.

There is a pleasing irony in the fact that one of England's most acclaimed sparkling wine estates was, not so long ago, growing iceberg lettuces. Read more of their journey.

There is a word that comes up in almost every conversation about family business, spoken with a mixture of pride, weight, and occasional anxiety.

Ask the leaders of any family business that has survived more than two or three generations what has kept them going, and very few will point to a particular strategy, a product innovation, or a piece of financial engineering.

Succession is one of the most written about subjects in family business. It is also one of the most poorly executed. Across generations and geographies, the same patterns repeat: transition plans that stall, timelines that slip, next generation leaders who are technically in post but not truly in charge.

The world is changing faster than most leadership models were built to handle. For family businesses, that creates both a particular pressure and a particular opportunity.

There is a question that sits at the heart of every family business succession, usually unasked and often unexamined: is joining the family firm a gift, or is it a weight?

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.

12 pillars that successful family firms adopt in order to succeed for generations

Specialising in authentic, products ranging from artisan flatbreads and savouries to handmade confectionery, Dina Foods has grown from humble restaurant beginnings into a multinational supplier with a reputation built on craftsmanship, consistency and care.

There is something quietly remarkable about a family business that has been trading for a hundred years or more.