AI introduces new ways of engagement and is about to represent opportunities and threats for family businesses the world over

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.

Walk down any high street in the UK and you’ll find them everywhere, the family-run bakery that knows your order before you speak, the engineering firm quietly exporting British expertise around the world, the hotel where hospitality is a point of pride passed down through generations. Family businesses are not a niche part of the economy. They are the backbone of it. As Paul Andrews, Founder and CEO of Family Business United explains, "At a time of economic and political unc

Campaigning results in APR/BPR amendments by Government which is welcome but more needs to be done to support family firms.

An open letter to founders of businesses this holiday season. As the holiday season unfolds—filled with family gatherings, travel, celebration, and well-earned comfort it's a good time to pause for a moment of reflection.

Family businesses have long been the backbone of economies across the world, yet they often operate quietly, modest in posture, mighty in impact.

To ensure long-term success, family business boards must focus on building trust, fostering accountability, and avoiding common governance pitfalls.

As Christmas approaches, these companies show, year after year, that doing business “the right way” is not only possible but profoundly impactful.

In every British high street, from the glow of Edinburgh’s shop windows to the bustle of London’s backstreets, December arrives with a particular kind of magic.

As we approach 2026, there are cranes back in the skyline, big companies are investing in large new office buildings, and London's office sector is growing again.

Scottish SMEs anticipate growth in their business over the next year, according to new research but confidence and optimism have dipped slightly compared to 2024.

As 2026 approaches, family businesses find themselves standing at a decisive moment in their long histories with a complex agenda to address.

To thrive across generations, family firms increasingly adopt robust governance structures that balance emotional ties with professional discipline.

Professionalisation becomes not merely a strategic choice, but a necessity for survival and sustainable growth for family businesses over time.

Technology adoption is rarely just a technical decision and when generational perspectives diverge, the path to building a sustainable business for the future can become contested terrain.

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

When a business is involved, along with money, legacy and leadership, the concepts of fairness and equality quickly become complicated.

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

Exporting, once viewed as the preserve of corporate giants, is increasingly within reach for family-owned companies determined to grow while staying true to their roots.

As the first generation of post-war founders reaches retirement age, a vast number of privately held firms are preparing for ownership transitions on a scale not seen before.