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.

Appreciating the differences between sales and marketing, and leveraging the synergy between them, is particularly crucial for family-owned enterprises in order to achieve their commercial goals.

Behind the polished boardrooms and annual reports lies a daily balancing act, one that requires deft navigation between the imperatives of business and the emotional dynamics of family life.

Family businesses frequently inherit values that predate the modern obsession with publicity, demonstrating humility in the way they operate.

Despite their importance, there remains widespread debate about what actually constitutes a “family business.”

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.

The family office, a sophisticated, often understated institution that sits at the intersection of finance, governance, and legacy planning

The Japanese model of family enterprise is unique in its blend of tradition, cultural philosophy and pragmatic governance.

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.

Family businesses that survive more than three generations share a familiar architecture — ten pillars that support their endurance.

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.

Pessimism over the upcoming Budget is already influencing SME decision-making, with many businesses taking pre-emptive action according to Rathbones, one of the UK’s leading wealth and asset management groups.

Walk down almost any industrial street in Germany and you’ll find them: discreet factories behind modest façades, bearing names you’ve never heard of — yet producing the components, machines and technologies that make global industries tick.

Confidence and growth hopes among the UK’s small business community has nosedived.

For many family businesses, social value is an inherent part of their identity, deeply rooted in their legacy, long-term vision and strong community ties.

Without a solid succession plan, even the mightiest family business can crumble - a truth that Netflix's new series House of Guinness brings vividly to life.

Survey respondents highlighted a broad range of economic, operational, and generational concerns on their family business agenda.

The release of Deloitte Private’s Family Business Insights Series reveals how family-owned businesses are evolving to fuel long-term growth.