It is tempting to think about legacy in purely philosophical terms — as something that unfolds over time through the natural accumulation of good decisions and strong values. And there is truth in that. But legacy does not simply happen to family businesses.

Big Bear has grown from a specialist vacuum forming operation into one of the UK's most respected thermoforming companies, producing large-format plastic components for customers across agriculture, construction, automotive, leisure and beyond.

The gap between knowing that succession planning matters and actually doing it is one of the most consistent and consequential patterns in family business life.

Growth is not the enemy of what makes family businesses special. Thoughtless growth is. The difference, ultimately, comes down to intention and the willingness to keep asking, at every stage of the journey, not just how big, but how.

AI is not a future consideration for family businesses. It is a present one. The families who will benefit most from it are the ones willing to engage with it honestly, on their own terms, and with a clear sense of purpose.

By the time most family business founders get around to talking about succession, something has already gone wrong.

Here, we set out the ten issues that are defining the family business agenda in 2026 — and why they matter.

There is a moment that many family business owners recognise, though few can quite articulate when it happened. It is the moment a customer, an employee, or a prospective partner says something like "I've always bought from you lot" or "my grandmother used this brand." And in that moment, something clicks.

Family values are not a relic of the founding era or a marketing tool dusted off for award entries, they are a living thread that runs through everything the business does.

Most family businesses do not fail because they make bad commercial decisions. They fail because the family falls apart.

How a family business manages the sibling dynamic can determine not just whether the working relationship survives, but whether the business itself does.

Letting go is not a sign of weakness or indifference. It is, in fact, one of the most courageous and strategic decisions a family business leader will ever make.

Boilerplate clauses: why the “standard” parts of a contract matter more than you think. Boilerplate clauses tend to sit towards the back of commercial agreements, often carried over from previous contracts with little discussion.

The release of Deloitte Private’s second report in its Family Business Insights Series: Family Business Cybersecurity, 2025 examines how family businesses are addressing one of the most pressing challenges of the digital era: cyber threats.

From Autumn 2026, subscription businesses will need to operate under significantly stricter rules about how they sign customers up, remind them before renewals and let them cancel.

Succession is often spoken of as a single moment - the passing of the baton from one generation to the next. In reality, for family businesses it is much more complex, a process that spans years and demands foresight, negotiation, and a degree of humility.

Family businesses are prioritising near-term financial stability over strengthening resilience, as economic pressures continue to drive their strategic focus, finds Hymans Robertson Personal Wealth.

The need for boards to understand the difference between governance and redesign for sustainable success.

Hendy Group continues to strengthen its position as one of the UK’s leading automotive retail businesses, combining significant scale with the enduring values of a fifth-generation, family-run organisation.

The modern workplace likes to speak the language of wellbeing. Employers talk about psychological safety, open cultures and purpose-driven leadership. Yet for many workers, the daily reality is far less enlightened. Behind the rhetoric sits a familiar figure: the toxic boss.