In the polished offices of Oslo’s financial district, where state-owned giants and multinational corporations often dominate the narrative, a quieter yet equally influential force continues to shape Norway’s economic landscape. Family-owned enterprises, ranging from small craft producers in Bergen to multi-generational industrial groups along the western maritime hubs, remain central to the country’s prosperity, social fabric, and long-term strategic direction. They rarely ca

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.

Recruitment has always been one of the quiet fault lines running through family businesses.

Firms such as AW Hainsworth, Johnston’s of Elgin and the historic Macnaughton Group demonstrate that, for certain enterprises, longevity is woven into their very fabric.

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

Cybersecurity expertise has risen to the forefront of the UK’s technology hiring agenda, becoming the most sought after and among the highest paid technical skill sets.

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

The stories, traditions, and legacy accumulated over generations are powerful tools for creating identity, trust, and long-term advantage.

While large corporations often dominate headlines after cyber attacks, family-owned enterprises are increasingly becoming preferred targets for cyber criminals.

The advent of artificial intelligence is not just changing how searches are conducted; it is redefining the very way businesses are discovered, evaluated, and chosen by consumers.

Whether producing whisky, rum, brandy or gin, family distilleries have woven themselves into the cultural, economic and social fabric of their regions

A strong governance framework is not about bureaucracy or distancing the family from the business; it is about creating clarity, resilience and continuity so that both can thrive together.

Insight into how family business boards operate under fundamentally different structural conditions than those assumed in much of traditional board theory.

When the line between family and business becomes blurred, emotions, loyalty, and personal history can collide with decisions that demand clarity and structure.

A two day hearing is set for this week at the Royal Courts of Justice to challenge the proposed reforms to Inheritance Tax.

For family businesses, crafting a coherent brand narrative is not simply a marketing exercise; it is a strategic imperative.

Britain’s manufacturers are urging the Government to be far bolder on the pace of skills reforms or, risk the future success of the Industrial Strategy being left on the starting grid.

A new survey has found that UK business leaders are struggling with the increasing complexity of their roles.

It should not come as a surprise — yet it does for many family businesses — to learn that the most significant challenge standing in the way of enterprise longevity is family dissonance.

A new report from Livingston James in association with EY - Investigating the Future CEO, exposes an important leadership and technology adoption challenge for organisations across Scotland.