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The results of the U.S. Family Business Survey findings brought out the importance of being prepared to compete in a far more digital economy. Family businesses have built up trust among loyal employees and their ownership group. So how to turn values like loyalty and hard work into a multi-generational success story?

When it comes to the family, dynamics are changing. There is no longer one dominant family form in the U.S., according to Pew research. Parents are waiting longer to have children, and many millennials are living at home or taking a less direct route to adulthood. These shifts will continue in 2019 and shape how affluent families tackle interpersonal issues. As wealthy families move forward, there are three trends they should keep a close eye on and discuss with their family office or other advisors.

With a seemingly infinite amount of performance data points and varying degrees of investor knowledge among stakeholders, it can be difficult to determine the reporting requirements for each group. In order to establish appropriate reporting criteria, it is important for managers to understand where stakeholders fall along the spectrum knowledge. Once this measurement has been established, managers can focus on the creation and optimization of individualized performance reports, which can be customized to cater towards each investor’s understanding.

The Internet has bought connection, communication, and efficiency to the business world, including family offices. However, conducting business online without proper security and knowledge of risks can endanger the family and its data. The right level of expertise, planning, and effort is required to safeguard sensitive information. It is an organizational effort, but employees and family members also benefit from using best practices to protect personal information online.

The U.S. is currently at an inflection point economically and culturally with the advent of new technologies and an anxiety on the part of those who fear a future that they can’t quite envision fully with themselves in it. Gordon Fowler, CEO and Chief Investment Officer, and Jon Meacham, presidential historian, engage in a dialogue about how the history of America provides context and insights into current events in the U.S. and across the world.

How can risk executives embrace innovation while preparing for unknown risks such as a self-driving car commandeered by hackers, data analytics software that unintentionally reflects biases, or autonomous weapons that cause accidental casualties? This challenge was explored in the Risk in Review Study of more than 1,500 senior risk executives globally. Adapters—those with programs that tackle innovation-related risks somewhat or very effectively—practice five actions that set them apart. And their programs exert much more influence over decisions about innovation.

As Artificial Intelligence (AI) gets more sophisticated and weaves further into the fabric of human existence, what are the implications for work and society? How will AI, its evolution, and some of its potential future mind-bending possibilities impact investors? While the answers are beyond the reach of a single article, having a better understanding of the AI phenomenon is important for investors hoping to participate in an emerging trend that will shape the future for years to come.

Companies have been employing digital technology for years, but they are only now committing themselves to pursuing durable digital transformations. The shift signals a changed outlook from recent years, when digitization efforts tended to be more tactical than strategic. Companies invested in technological upgrades, remaking individual functions such as sales support and customer service. But a clear majority of companies now invest in digital transformation for long-term growth, not short-term improvements, according to a recent survey of finance executives.

You’ve made the right moves in your operating business—you’ve developed and executed your IT plan and upgraded your ERP, EAM, and CRM systems to improve efficiencies and gain new insights. You're starting to see results, but these new systems are generating vast amounts of data you aren't always sure what to make of.

Industry 4.0—synonymous with smart technologies—is driving efficiencies and increasing productivity. Data, and the physical-digital integration of humans, processes, systems, and machines, are key components of this transformation. The global ramifications of Industry 4.0 are still under debate, but one thing is certain: Change is coming.