There is a pleasing irony in the fact that one of England's most acclaimed sparkling wine estates was, not so long ago, growing iceberg lettuces. Read more of their journey.

There is a word that comes up in almost every conversation about family business, spoken with a mixture of pride, weight, and occasional anxiety.

Ask the leaders of any family business that has survived more than two or three generations what has kept them going, and very few will point to a particular strategy, a product innovation, or a piece of financial engineering.

Succession is one of the most written about subjects in family business. It is also one of the most poorly executed. Across generations and geographies, the same patterns repeat: transition plans that stall, timelines that slip, next generation leaders who are technically in post but not truly in charge.

The world is changing faster than most leadership models were built to handle. For family businesses, that creates both a particular pressure and a particular opportunity.

There is a question that sits at the heart of every family business succession, usually unasked and often unexamined: is joining the family firm a gift, or is it a weight?

When family and business collide, and they will, having the right structure around the table is not a luxury. It is one of the most valuable investments a family business can make.

12 pillars that successful family firms adopt in order to succeed for generations

Specialising in authentic, products ranging from artisan flatbreads and savouries to handmade confectionery, Dina Foods has grown from humble restaurant beginnings into a multinational supplier with a reputation built on craftsmanship, consistency and care.

There is something quietly remarkable about a family business that has been trading for a hundred years or more.

It is tempting to think about legacy in purely philosophical terms — as something that unfolds over time through the natural accumulation of good decisions and strong values. And there is truth in that. But legacy does not simply happen to family businesses.

Big Bear has grown from a specialist vacuum forming operation into one of the UK's most respected thermoforming companies, producing large-format plastic components for customers across agriculture, construction, automotive, leisure and beyond.

The gap between knowing that succession planning matters and actually doing it is one of the most consistent and consequential patterns in family business life.

In a climate as demanding as the one we operate in today, inaction is not caution. It is a choice and it carries consequences that compound quietly until they become impossible to ignore.

Growth is not the enemy of what makes family businesses special. Thoughtless growth is. The difference, ultimately, comes down to intention and the willingness to keep asking, at every stage of the journey, not just how big, but how.

AI is not a future consideration for family businesses. It is a present one. The families who will benefit most from it are the ones willing to engage with it honestly, on their own terms, and with a clear sense of purpose.

Here, we set out the ten issues that are defining the family business agenda in 2026 — and why they matter.

There is a moment that many family business owners recognise, though few can quite articulate when it happened. It is the moment a customer, an employee, or a prospective partner says something like "I've always bought from you lot" or "my grandmother used this brand." And in that moment, something clicks.

Family values are not a relic of the founding era or a marketing tool dusted off for award entries, they are a living thread that runs through everything the business does.

Most family businesses do not fail because they make bad commercial decisions. They fail because the family falls apart.