Operations

Although certain business challenges are universal to family offices across the globe, the way in which Asian family businesses experience, prioritise, and tackle them is unique. We deep dive into four key global family office challenges and how they are experienced within the Asian context, reflecting upon the unique set of underlying influences that shape the Asian response.

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Though the family office market in Australia continues to go from strength to strength, it is a challenge for software providers to see the value in expanding to a vast country with a highly idiosyncratic financial system. At the same time, there are also challenges to helping established Australian family offices to invest in a high-performing tech stack. We explore solutions to this technological stalemate.

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The common misconception is that the family office asset management style only suits ultra-high-net-worth individuals and companies. But how about the less-high-net-worth ones? Here are a few suggestions on implementing top-notch financial management practices on a business of virtually any size to take a load off your staff and enhance productivity.

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Intergenerational succession represents a significant challenge to family business. Though a common problem, misalignment between generations needs to be addressed for businesses to thrive into the future. Emotional intelligence could well be the key to bridging the gap. We take a look at how mentorship – and increasingly mindfulness – are helping family businesses to cross the chasm.

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European startups have come a long way in the last 10 to 15 years. Back in the 1990s and 2000s, when many of the world’s biggest tech companies, such as Amazon, Google and Facebook were founded, Europe didn’t even feature on the global tech landscape. But with European startups now making their mark on the global stage, the time is right for family offices to get involved.

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The transition from a family business to a business family is not an easy one. Without a clear, strategically implemented plan to preserve both its wealth and legacy, the family faces a progressive dispersal of its assets. We outline the key factors that spark a transition from family business to business family – and offer advice on how to handle this.

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Ralph Waldo Emerson once said, “Every great institution is the lengthened shadow of a single man (or woman)." Within the private wealth space, this is especially true with no two family offices being the same. Service design makes an ideal bedfellow for family offices looking to move beyond 'palace politics' and re-engineer their family office structure to meet the changing needs of the market.

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Singapore might be the answer for many Western family offices looking to bridge family values and forthcoming disruptions.

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Key Performance Indicators (KPI’s) have been credited by many as the backbone of business management. But how do these metrics fair in a rapidly evolving world? Research suggests that a focus on soft (as well as hard assets and predictive technology is the answer.

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Imagine a seemingly healthy 35-year-old family member assumes the CEO position of a core global family enterprise. On the second day of his tenure, he sustains a cardiac arrest and dies immediately. Could the risk of his tragic death have been mitigated using currently available actionable DNA medical science of genomics? The answer is resoundingly yes.

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