Artificial Intelligence (AI) systems are poised to drastically alter the way businesses and governments operate on a global scale, with significant regulations already under way. To avoid overburdening businesses with the compliance requirements that aim to maintain the accountability, transparency, and fairness of AI, it is important for regulators to ensure that stakeholders may still leverage AI technologies’ great benefits in a cost-effective manner.
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Real estate as an asset class requires constant attention to ever-changing variables. Implementing a defined, analytical, yet flexible asset management process within your family office’s direct investment function is critical to ensure your portfolio is positioned to meet intended goals.
This Passages is part two of a two-part series on divorce and division in family philanthropy, featuring tips for what board and staff can do to plan ahead for potential change. The second part includes stories and advice from those who have been through, or advised, families as they divided their philanthropy. Learn more by reading part one, Breaking Up: Divorce in Family Philanthropy.
This Passages guide is part one of a two-part series on divorce and division in family philanthropy, featuring tips for what board and staff members can do to prepare and cope. This first part includes case studies on family foundations that have navigated divorce, questions to consider when developing board policies, and perspectives on the implications of divorce on assets and grantees.
Families hire family office staff with the expectation that the office keeps their information, assets, and reputation protected. To safeguard the families’ interests, it’s critical for family offices to ensure that internal controls take the pragmatic approach, starting with four main areas: segregation of duties, transaction volume, managing complexity, and succession planning.
With the passage of time, the fear-based approach of Wealth 2.0 has evolved to a more positive, strengths-based paradigm. This new approach—the Wealth 3.0—is a call to action for greater professionalism and rigor by the diverse practitioners of family wealth advising. Dr. James Grubman, Dr. Dennis T. Jaffe, and Kristin Keffeler illuminate what needs to be done and how the future lies in integrating truly family-centric services that are driven by purpose and optimism.
Family offices are often tasked with managing a family’s philanthropy but may have limited knowledge and resources. Several best practices can help both families and family offices lead philanthropic efforts to heighten their impact.
As families grow their investment function, the Chief Investment Officer (CIO) must provide insight and flexibility to serve varied and changing investment platforms. While much of the CIO’s role is focused on investments and the investment decision-making process, many CIO responsibilities aren’t investment-centric and will impact the long-term success of the investment strategy—and therefore the long-term success of the family office as it continually evolves to meet its mission, goals, and objectives.
The polarizing and often misunderstood cryptoasset landscape has grown exponentially in recent years. While there are substantial risks associated with these young assets, they continue to grow in importance along with its blockchain technology. This paper reviews some of the space’s pressing issues, considers cryptoassets in a portfolio setting, and offers some considerations of different implementation options.
Why do you and your family want to give? While it can be difficult to answer, defining and articulating a clear philanthropic purpose should be your north star. Designed to help take stock of your values and understand the passions and experiences that have shaped your family, this primer is the first in a series of seven about the Family Giving Lifecycle by the National Center for Family Philanthropy. The remaining six series of the primers and related resources are available here and orients donors toward effective outcomes at each stage: