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 ability to juggle roles, sometimes gracefully, sometimes awkwardly, is one of the least discussed yet most critical skills in family business life.

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.

For many family businesses, rediscovering that purpose, sometimes decades after it was first defined, is the key to reigniting both growth and connection.

Founders who show up, talk and act like human beings instead of corporate robots, and let people in, are building serious momentum.

Due to their unique structure: the constant overlap of family, ownership and management, communication becomes not just important, but absolutely fundamental for family businesses.

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 are the backbone of economies across the globe, and the UK is no exception. They are significant employers, last generations and make a global impact.

For over two decades, that has been the promise of Spectrum Service Solutions, one of Scotland's most respected family-owned businesses in the facilities management (FM), cleaning, and event services sectors

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

Family Business United has published its fourth Global Family Business Think Tank results with expert insights from around the world.