Choosing a family member to lead the enterprise is rarely a purely rational decision. Familiarity, lineage, seniority, and family expectations can easily overshadow the capabilities the business will need next.

How can the brain respond to something the conscious mind never perceived? And why does calming the amygdala not necessarily change the beliefs and behaviors connected to fear?

Drawing on survey findings and the experiences of hundreds of family enterprise advisors, Dennis Jaffe and Chris Graves examine the psychological, relational, and practical barriers that often stall transition planning.

Family enterprise conflicts are not always about the issue at hand. Rebecca Meyer and Carolyn Greenspon introduce the concept of "frozen narratives" and explore how unresolved interpretations of the past can shape governance, relationships, and decision-making for years to come.

In the fifth article in our 2026 series from FFI Virtual Study Groups, Hamza Nidaazzi and Dave Specht of the VSG for Africa examine what makes a question truly effective, especially across cultures.

In this third issue of our 2026 series from BanyanGlobal, Rebecca Yu and Rob Lachenauer challenge the conventional wisdom of a slow succession process, arguing that, in some cases, prolonged transitions can create ambiguity, undermine new leadership, and ultimately delay the very change they are intended to support.

As we reach the midpoint of 2026, we're taking a moment to look back at the editions that resonated most with our readers.

Family trusts are typically viewed as legal and financial structures, but what if they are also members of the family system?

As artificial intelligence reshapes how knowledge is captured and shared, family enterprises face a provocative new question: Can judgment itself be inherited?