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.

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.

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.

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.