Family offices should focus on the strength of their core foundations of governance, structure, leadership, and culture to deal with increasing complexity in 2026, according to Agreus Group.

The firm noted that generational wealth transfer, increasingly globalised asset and operating structures, greater regulatory scrutiny, and rising professionalisation expectations were reshaping what it meant to run a successful family office.

It therefore argued that success in 2026 will be less about reacting to external events and more about the strength of core foundations.

“Family offices that take a deliberate, strategic approach to these fundamentals are better positioned to manage complexity and operate with confidence over the long term,” Agreus Group said.

With family offices continuing to professionalise, Agreus Group had seen family offices increasingly moving beyond basic governance frameworks towards structures that actively support decision making, oversight, and accountability.

Clarity around decision-making authority was identified as a central priority amid growing complexity, as was establishing independent advisory or board roles to bring external perspectives to decision making.

Alongside governance, family offices were found to be increasingly reviewing their operating models to ensure they remain fit for purpose.

Key priorities in this area included clearly defined roles and responsibilities and the reassessment of operating models to ensure they are designed for the family office’s current guise, rather than when they were first established.

Agreus Group added that culture was becoming a strategic priority, rather than an abstract concept, especially for multi-generational and geographically dispersed structures.

“As generational wealth transfer reshapes ownership and leadership dynamics, culture often becomes the critical factor that either supports continuity or amplifies tension,” the firm stated.

“Leadership behaviour plays a defining role in shaping this environment. How leaders communicate, make decisions and model values directly influences trust, engagement and effectiveness across the family office.”

This was even more important during periods of transition, according to the group, putting succession planning at the centre of cultural alignment.

Beyond identifying future leaders, effective succession planning required careful consideration of cultural fit, leadership capability, and being able to balance the stewardship of family values with commercial discipline, Agreus Group added.

“Underlying all of these priorities is the continued professionalisation of the family office sector,” Agreus Group continued.

“In our work throughout 2025, this has been reflected in more institutional approaches to governance and operations, increased use of specialist expertise and higher expectations of senior leadership and advisory roles.

“Looking ahead to 2026, family offices have a clear opportunity to strengthen their foundations and operate with greater clarity and confidence.

“By focusing on these strategic priorities, principals and senior leaders can create organisations that are resilient, well-governed and fit for the future.

“Taking time to assess how well current arrangements support these dimensions is an essential step in setting a clear roadmap for the year ahead.”

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