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.

The leader who retires in theory but not in behaviour, can be one of the most common and corrosive issues in family-run firms

A strong governance framework is not about bureaucracy or distancing the family from the business; it is about creating clarity, resilience and continuity so that both can thrive together.

A new survey has found that UK business leaders are struggling with the increasing complexity of their roles.

Leadership misalignment and a culture of risk aversion are holding back responsiveness of UK businesses, according to latest research from Menzies LLP.

It should not come as a surprise — yet it does for many family businesses — to learn that the most significant challenge standing in the way of enterprise longevity is family dissonance.

A new report from Livingston James in association with EY - Investigating the Future CEO, exposes an important leadership and technology adoption challenge for organisations across Scotland.

Artificial intelligence has moved from innovation topic to boardroom agenda item in record time.

Balancing business demands with family harmony is both an art and a science. It’s important to nurture family bonds while scaling your business.

In family and founder-led businesses, senior appointments are not just commercial decisions, but need to be carefully considered to get right.

Succession is not easy and being the son or daughter of the founder does not necessarily qualify you to be the next CEO.

Hiring non-family members is not a sign of failure in a family business. It’s a sign of maturity.

While bringing in outsiders offers significant opportunities, it is not without risks, and the decision requires careful consideration of both the business and family dynamics.

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.

The idea of a management buyout (MBO) is fast gaining traction as a viable, and increasingly necessary, alternative to traditional succession.

If the first quarter of the 21st century has taught business leaders anything, it is that stability is no longer the norm, it is now the exception.

Employees are expecting more clarity, more honesty, and a leadership presence they can actually read.

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

Emotional differences and diverging perspectives among family members are among the most persistent and difficult issues to manage for family firms.

Imposter syndrome, the persistent belief that one’s success is undeserved and likely to be exposed, has moved from the realm of psychological curiosity to a strategic concern for family businesses.