As family businesses a balance must be maintained between preserving the family business legacy and allowing individual family members the freedom to pursue their own ambitions.

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.

Managing the shift in roles and responsibilities during transition can be complex, as family dynamics and emotions often come in to play.

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

Most succession conversations default quickly to structure: who gets what, when, and on what tax terms. Those questions matter. But they’re not the whole picture.

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

Passing a family business from one generation to the next requires careful planning, clear communication, and a long-term strategic mindset.

We want to have antifragile family members who can weather any storm and grow. Heirs who are not crushed by the weight of their own surname.

Succession is the ultimate test of a family business. It’s not just a handover of shares or titles, but of values, responsibility, and legacy.

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

Succession planning is not about stepping aside. It’s about ensuring continuity, stability, and trust, for the business, and for the family that depends on it.

Continuity is not secured by birthright or sentiment, but by incentives, institutions and credible opportunities.

Among businesses already using AI, one third have reduced hiring of graduates or entry-level staff, although 62% say AI has had no impact on hiring so far.

Stepping into the boardroom of a family enterprise is unlike joining any other corporate governing body. The next generation arrives not merely as aspiring directors but as custodians of a legacy, inheriting both the privilege and the responsibility of shaping the firm’s future.

The Bank of America Family Office Study: Perspectives on the Modern Family Office reveals that the next decade will be a defining era for the world’s wealthiest families.

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.

Shareholders agreements are important to minimise potential conflicts in family firms

After decades at the helm of a family business—steering it through the highs and lows, the recessions and recoveries—retirement should be...

The transition of leadership in a family business is never just about passing on titles or control — it’s about preparing the next...

Family businesses are often viewed through the lens of tradition—steadfast, familiar, and consistent. But beneath the surface lies a quiet revolution. Increasingly, it is the interweaving of different generations within these firms that is driving innovation, digital transformation, and strategic evolution. Where one generation brings experience, resilience, and long-term thinking, the next brings fresh perspective, digital fluency, and a desire for change. Together, they cre