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.

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.

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.

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

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.

Next generation members in family businesses face lots of challenges and one that's increasingly being recognised is the role of imposter syndrome in future leaders.

Leaders with strong family networks are less likely to let feelings of loneliness at work spill over into their home lives, finds new research from Durham University Business School.

Who really has the power to influence and shape decisions in a family business?

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