Sustainability is now a business imperative across the world, as much as it is a stewardship one, and those companies that fail to adapt may struggle to compete in a new, low-carbon environment. Fortunately, for many family businesses, the drive for sustainability is already a road well-traveled. Their experiences and the progress they’re making on the road to sustainability are instructive and an inspiration for leaders and organizations of every type to follow.

When we look back at previous generations, it could be argued that the primary focus was generally on creating wealth for wealth’s sake. But current next-generation family members are changing that, and dialing up the human capital and social elements.

Transformation is not a new idea in the world of family businesses, but it has taken on a new meaning in the post-pandemic environment that has challenged the old way of thinking. Recognizing the need to transform, family businesses are keeping their minds open and turning emerging trends into the drivers of their future growth and success.

Social responsibility is not new to family businesses. However, issues related to sustainability, climate risk, poverty, and uncertainty in many parts of the world are rising in importance. Leaders are turning their attention to ‘people, planet, and profit’ goals to generate value for the environment, create jobs, contribute to community prosperity, and deliver long-term value to the family as well as the business.

How do family businesses keep their founders' entrepreneurial spirit alive and continue to grow from decade to decade and generation to generation? Learning from an in-depth survey of 2,439 family business leaders across the world, this report uncovers the secret to the regenerative superpower of family businesses, beginning with the founders' entrepreneurial ambition to turn an inspiring vision into a practical reality that has the ability to adapt, innovate, and grow. Next-generation family members are also playing a critical role.

Enterprising families are acutely aware of the threats and opportunities that influence their sustainability. Through the data and insights gained from this report, we aim to deepen the collective understanding and importance of the next generation and their hopes and intentions when it comes to their family business and legacy. This report also includes key questions and insights on the transition of ownership, including intentions, timelines, and perceived barriers to and within family ownership transition.

The big wealth transition is now underway, with ownership of more than 60% of family enterprise expected to be handed off within the next decade. With the input of business owners and Family Enterprise Advisors, this report takes an in-depth look at transition planning and how family business leaders can prepare their family, as well as their business, for this imminent transition of wealth, ownership and leadership.

Each family’s legacy is as unique as the family itself. It can be a bloodline, a name, heirlooms, a legal entity or family stories, myths, and artifacts. In this fourth and final report in the series on family business succession, key insights are shared on the important role that legacies play in uniting the core purpose of the business with the family’s abiding values.If you missed the other three reports in the series, you will find them here:

There is an evolution taking place in the world of succession that is aligning the overall purpose of the family business with the motivation and beliefs of NextGen leaders. This report—the first in a series of four on family business succession—explores the courage to choose the right successor at the right time and provides the six key considerations family business leaders proposed that influenced their decision.For more key insights from the series, check out the other three reports:

Emerging from the shadows is the increasing number of women in the workforce, and it marks one of the most significant changes in economies throughout the world in the last 40 years. This report—the second in a series of four on family business succession—takes an up-close look at the demographic shifts that are changing the role of women in family businesses and the unique competitive advantages they can deliver.For more key insights from the series, check out the other three reports:

Choosing the right governance practices in a family business is a critical ingredient for its long-term sustainability. This report—the third in a series of four on family business succession—examines the many layers of family and business governance systems and mechanisms and the ways in which the evolving principles of good governance create value for both the business and the family.If you missed the other three reports in the series, you will find them here:

Are family businesses really more resilient, agile, and adaptable than other business types? And, if so, have they been able to tackle the challenges of COVID-19 better than most and, perhaps, emerged even stronger? In this report learn how family businesses across the world are mastering a comeback in their businesses and triumphing over COVID-19 to help lead a global economic recovery. The insights revealed are instructive for family firms of all sizes, sectors, and operating models.