KPMG Global family business report 2026
Family businesses globally are navigating a period of confident but cautious optimism, balancing long-term resilience against mounting pressures from economic uncertainty, rapid technological change, and leadership transition. The 2026 K…
- 01The 2026 KPMG Global Family Business Report finds these enterprises remain among the most durable forces in the global economy, yet face critical inflection points around AI adoption, succession planning, and governance.
- 02While family businesses have historically outperformed peers in stability and longevity, their conservative ownership structures can slow response to digital disruption and talent demands.
- 03The report signals that the families who will sustain competitive advantage are those treating technology investment and next-generation leadership development as strategic priorities rather than operational afterthoughts.
Family businesses globally are navigating a period of confident but cautious optimism, balancing long-term resilience against mounting pressures from economic uncertainty, rapid technological change, and leadership transition. The 2026 KPMG Global Family Business Report finds these enterprises remain among the most durable forces in the global economy, yet face critical inflection points around AI adoption, succession planning, and governance.
Read the full article at kpmg.comFamily businesses globally are navigating a period of confident but cautious optimism, balancing long-term resilience against mounting pressures from economic uncertainty, rapid technological change, and leadership transition. The 2026 KPMG Global Family Business Report finds these enterprises remain among the most durable forces in the global economy, yet face critical inflection points around AI adoption, succession planning, and governance. While family businesses have historically outperformed peers in stability and longevity, their conservative ownership structures can slow response to digital disruption and talent demands. The report signals that the families who will sustain competitive advantage are those treating technology investment and next-generation leadership development as strategic priorities rather than operational afterthoughts.
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