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.

Strong leadership makes a measurable difference to business performance and apprenticeships can help create future family business leaders.

The emotional and human capital could pose the greatest threat to the family and de-rail the succession plan and the legacy.

We want to have antifragile family members who can weather any storm and grow. Heirs who are not crushed by the weight of their own surname.

While the idea of working with loved ones can be deeply rewarding, it also comes with unique complexities that can test even the strongest bonds. Balancing the demands of running a business with the dynamics of family relationships isn’t something you learn in school. Unlike leadership, finance, or marketing, there’s no formal curriculum for navigating the emotional and interpersonal challenges of blending love and business. While the idea of working with loved ones can be de

While bringing in outsiders offers significant opportunities, it is not without risks, and the decision requires careful consideration of both the business and family dynamics.

On a quiet industrial estate in east Leeds, among warehouses and ring roads, a familiar glow still flickers.

Looking back from 2025 to 1925, two years separated by a century of transformation, reveals not just how family firms have changed, but how history itself has sculpted their character, priorities, and survival instincts.

As we move into 2026 and beyond, family businesses find themselves standing at a decisive moment in their long histories.

It is with profound sadness that the Anderson Family and GAP Group share the news of the sudden passing of Douglas Anderson.

Family Business United exists solely to support, champion and connect family businesses. Membership provides access to a trusted network of peers who understand the complexities of family ownership — from succession planning and governance to growth, exit and legacy.