Towards 2026: From acceleration to foundations
What matters when AI becomes infrastructure and uncertainty the baseline
With 2026 in view, family offices are adjusting to a reality that feels less cyclical and more structural.
AI has shifted from pilot projects into core operations. Geopolitical and market volatility has become the baseline rather than the exception. Generational transition continues to reshape how families define success, responsibility, and continuity.
Together, these shifts are forcing a reprioritisation.
Technology is no longer the differentiator. Judgment is.
As AI becomes embedded infrastructure, advantage is shifting away from access and towards discernment: knowing what to trust, what to ignore, and where human responsibility must remain. In an automated environment, taste, context, and governance become strategic assets.
Uncertainty is no longer episodic. It is structural.
The past year reinforced that planning for a stable world is no longer sufficient. Long-termism, foresight, and optionality are re-emerging as core disciplines as families build resilience across portfolios, governance, and operations. Optimisation alone no longer holds.
Families are actively re-examining the purpose of wealth.
As leadership transitions accelerate, families are anchoring decisions more explicitly in values, identity, and long-term stewardship. Wellbeing, human capability, and cohesion are moving from “soft considerations” to strategic inputs.
What is emerging is a re-grounding around clarity, durability, and meaning.
The next decade will favour organisations that integrate technology responsibly while preserving judgment and optionality.
Our latest Looking Ahead to 2026 report explores eight themes shaping this next chapter and their implications for family offices operating in an increasingly complex world.
Read the full outlook: Looking Ahead to 2026: Key Themes for Family Offices