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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 c...

As enterprising families expand across generations, they often stray from their entrepreneurial wealth creation roots to a more risk-averse wealth-protection mode. However, if maintaining shared family capital across multiple generations is the goal, wealth protection mode is not an ideal strategy and may have some unintended consequences. Building...

It is not uncommon for enterprising families to end up making sub-optimal capital allocation decisions due to limited visibility into, and planning around, the entirety of their shared family assets. To optimize the value of shared family capital, both the business and other entities or advisors in the enterprise ecosystem must work in harmony. Wit...

In moving past the “shirtsleeves to shirtsleeves in three generations” adage, advisors in the family wealth space are emphasizing the importance of the family’s qualitative capitals that go beyond serving only the financial capital goals. This shift has elevated the family client experience and expectations. It’s part of the Wealth 3.0 movement tha...

We all want our children and grandchildren to be critical thinkers and to find their own way in the world. But we often want them to also adopt the family’s values and, in some cases, the responsibilities of running a family business. When those two goals are mutually exclusive, it can be a challenge to chart a course that embraces the future witho...

Wealthy families have a significant positive socio-economic impact around the world, but lasting impact depends on those families prospering for generations. This is not guaranteed, however, and more intergenerational wealth transfers succeed if families adopt a modern Family Office model that suits their needs and goes beyond managing and gro...

At its core, a mission statement serves as a compass, continually steering an organization or business toward their goals. For the families who undertake the process of creating a mission statement, it provides a similar and essential navigational tool. To be successful, however, the mission statement must resonate and mean something to everyone in...

When setting up a family legacy plan that extends across generations, it’s vital to have a family governance plan that empowers a family to govern its wealth and enterprises as a cohesive unit. While each family is unique, the keys to incorporating an effective family governance will be uniting around shared purposes, having a written family consti...

A large and growing cohort of next generation (next gen) investors in the Asia-Pacific (APAC) are preparing to take on the responsibility of managing their family’s wealth and take on an active role in maintaining sustainable generational success. While there is no standardized playbook for establishing family sustainability, next gen investors and...

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' entr...

If your family office is like many small- and mid-sized organizations, you could use additional help but assume it’s costly to go the outsourcing route. In reality, what is high-cost and high-commitment is hiring more in-house staff. A more cost-effective, and infinitely more flexible and valuable option is outsourcing your back-office needs to a t...

The current next-generation family members are changing the way families view wealth, no longer focusing on creating wealth for wealth’s sake. It’s still about creating wealth, but now more questions are being asked about, ‘how can we use this wealth to improve society?’ and less about ‘what we can do to just keep building it.’ This process is refe...

In today’s investment environment, family offices require full investment capabilities to achieve the returns required by wealth owners. As there are many non-investment activities happening in a family office setting, the build or outsource approach to investment resourcing should include saving on both the costs and time associated with running a...

Historically, beneficiaries learned of wealth transfer plans only after the death of the grantor. However, this approach often leads to unanswered questions and, potentially, feelings of betrayal when expectations for future gifts are left unmet. There are several planning tools, including a Statement of Wealth Transfer (SOWTI), that can facilitate...

Without the usual financial pressures of family wealth, how do you teach your children about money, work, and personal responsibility? Because the stakes are high at this point in your family journey, this article by NEPC recommends starting with the family fundamentals and a sense of purpose for the wealth. It further outlines a reliable 1-2-3 str...