Resource Search

Going into the year 2025, the insurance industry faces a landscape marked by complexity and uncertainty. In this summary, learn more about the top-of-mind insurance issues and what to expect in the areas of digital disruption, GenAI, reinsurance trends, emerging risks, economic trends, regulatory updates, evolving tax roles and responsibilities, and more.

Given the impact of the back-and-forth tariffs and the U.S. Department of Government Efficiency (DOGE), the risks of creating a bout of inflation or a bout of economic slowdown (or both) are very real. The uncertainty, market gyrations, and indications of a double-digit market correction at some point during 2025 are also creating tremendous angst. Instead of trying to dodge any market volatility and drawdowns, investors should stay the course. There are mitigating factors to the headwinds of the tariffs and DOGE. There will eventually be clarity.

Enhancing risk management is no longer optional but essential when the global landscape is fraught with uncertainties and disruptions that include changing business dynamics, shifting trade tensions, a tough tariff environment, geopolitical conflicts, and a volatile economic landscape. Building resilience across all aspects of the business is imperative now and for the long-term.

With the new administration in the U.S. and its focus on various parts of the Tax Cuts and Jobs Act (the TCJA) and the estate tax, changes are expected amid the balancing of competing considerations. In this 10-minute interview, Jason Kohout, partner and co-chair of the Family Offices group at Foley & Lardner, and John Strom, federal lobbyist and member of Foley & Lardner’s Public Policy & Government Relations group discuss the key parts of the TCJA and whether the TCJA’s doubled estate and gift tax exemption will be extended and potentially made permanent.

Amid an increasingly volatile macroeconomic and geopolitical landscape, the private equity (PE) sector faces mounting challenges across the deal lifecycle—from fundraising to deal execution and exits. In turn, PE sponsors are seeking strategies to extract increased value from portfolio companies beyond the traditional cost cutting exercises. One underutilized and effective strategy is to optimize a portfolio company’s cash flows to enhance overall business performance, create operational value, and unlock substantial returns.

Investing is challenging, even for the most seasoned investors, given the underlying emotions and mental biases inherent in human decision making. To help minimize the challenges around investing, successful investors have explicit investment processes and practices that are clearly outlined and consistently implemented. To ensure you are set up for success with your investment process, we provide guidance on how to avoid the five key investment pitfalls—including failing to exercise strong governance—that can steer you off course.

Fundamental equity long/short (ELS) strategies have faced challenges since the Global Financial Crisis in 2008, but the tide may be turning. The recent increase in cash yields and higher equity dispersion create a more favorable environment for the short book and will offer opportunities for managers to distinguish themselves. Moreover, with equity markets having experienced a massive rally over the last decade and trading at elevated valuations, it is prudent for investors to consider adding more defensive strategies like ELS to their portfolios.

Robust governance practices form the cornerstone of success for the family wealth enterprise, and ongoing succession planning is one element of a mature governance system. As family considers its future succession, it is vital to understand why a well-conceived plan is so important and what the critical elements of the plan entail. Here, we outline five critical steps, techniques, and considerations for your succession planning. By taking this proactive approach, you can better position your family for continued success and safeguard your family legacy for generations to come.

At the current rate of progress, a young woman starting her career today will be working for more than a quarter of a century before she can expect to work at a mid-market firm with gender parity in top roles. While understanding that gender diversity is a fuel for potential growth that brings benefits to the bottom line, many businesses often lack a clear purpose behind their gender equality strategies at the risk of another missed generation of opportunities. This year’s Women in Business research gives reason for optimism and there is a great deal to learn.

2025 stands at a crossroads. In the prior year, nearly half of the world’s population across more than 70 countries participated in national elections, artificial intelligence gained considerable traction in the marketplace, and several banks initiated a synchronized interest rate-cutting cycle. Each of these developments alone creates a complex landscape to navigate. Yet, the situation is further complicated by heightened geopolitical risks and an investment environment brimming with uncertainties.