2026年全球家族办公室报告

Introduction Contents 00Introduction00Chapter 1The evolving profile and global footprint Across our private wealth offering, there is perhaps no area more dynamicthan the family office. Over the past decade, wealth management hasundergone a quiet but profound evolution—from highly personalised, The research was conducted by independent research agency PureProfile.It asked 34 questions in total and was completely anonymous – respondentsdidn’t know the survey was Ocorian led. It was completed by 200 00Chapter 2Navigating current challenges and demands Today’s complex private client landscape demands sophistication,globalisation and connection. Family offices have had to professionaliserapidly as a result of their growth but also because of both market andclient demand. But what should not be forgotten is that no matter how 00Chapter 3Responding to shifting priorities in a 00Chapter 4Geopolitics: What does this mean for Family Offices?Insights from BDO Annerien HurterGlobal Head of Private Client, 00Chapter 5Risk, resilience and the maturing Family OfficeInsights from Toro Solutions For the 2026 edition of Ocorian’s Global Family Office Report, we’veconducted a global survey that asks questions of those who have familyoffices and those who work with them. We wanted to know about global 00Chapter 6Harnessing data, AI, and reporting for strategicdecision‑making 00Chapter 7Governance structures and effective decision-making We’ve worked with some specialist partners across these areas, and I’mgrateful to them for their insights and expertise paired with my private client 00Chapter 8The role of specialist service providers in supporting The Ocorian Global Family Office Report 2026 is based on collaboration,understanding and alignment and highlights that keeping family offices Respondents by geographic region CHAPTER 1 The evolving profile and global footprint of Family Offices As family offices have had to manage greater levels of complexity, assets and wealth, it stands to reason that their very makeup has had to evolve to meet this need. One of the biggest drivers changing the profile of family offices is the geographic dispersal of families. For UHNWIs the world can be a small place, easily navigated andavailable depending on any given desire or need, whether business or personal. 60% of respondents to our survey said they had opened up to two more physical Situating your family office where you most regularly are is a logical move,and one that we’ve worked with many intermediaries and end clientson achieving. It’s not a stretch to say that this is now the norm; 96% of In what area does your family office currently feel most challenged and stretched to deliver the leveland quality of expertise it requires to operate effectively? CHAPTER 2 Navigating current challenges and demands When it comes to current trends in the family office space, many of the challenges of 2026 are continuations of those of preceding years. Hardly surprising whenthe very nature of a family office is a long-term, multi-generational concern. However, it is important to note that our 2026 family office survey was completed Succession planning and differing approaches between generations feature highly whenever concerns are discussed (98% of respondents agreed that theapproach and priorities of the next generation differ from the founding generation), but there are more practical challenges for many of our respondents; 24% said Away from the external challenges of the ecosystem, internal challenges were broadly around ‘family management’. When we asked respondents to pick the mostimportant challenges to address, having a robust succession plan was the second most popular option (59%), and top of the pile was proper management of the and increasing in complexity. To what extent do you feel well advised and well equipped to meet Are you seeing a natural succession of wealthand leadership within the families you manage What is certain is that the next generation is becoming more involved. CHAPTER 3 When it comes to investment 79% said that the next generation are ‘more’or ‘much more’ involved in developing or reviewing strategies. For 39%, thenext generation family member is actually the ultimate decision maker when Responding to shifting priorities in a dynamic landscape The private wealth landscape is dynamic and requires family office professionals and service providers to increasingly play the role of forecaster, newscommentator and analyst. Alongside this undoubted expertise comes the requirement to remember that family offices are personal concerns for the end clients, Who within your family / the families you helpmanage the wealth of is the ultimate final decision In our work with intermediaries and family offices we constantly see the need for empathy, level-headedness and mediation as tools to get results. Much of this Inter-generational relationships are the cornerstone of long-term success for f