Prenuptial agreements are often viewed primarily as legal documents designed to protect assets in the event of divorce.

Family businesses often balance two powerful forces: the emotional bonds that sustain the enterprise and the governance structures needed to ensure long-term success.

How we frame family enterprise transitions matters. In this thought-provoking article, Jean Meeks-Koch argues that the language commonly used by advisors—particularly the term succession—may inadvertently create resistance among founders by signaling loss, replacement, and diminished relevance.

In this week’s edition of FFI Practitioner, Jay Hughes, Mary Duke, and Stacy Allred offer the second in their 2026 series of Reflections on Family Flourishing, a companion to their upcoming new book.

To continue the conversation with Family Business Review editors—Pramodita Sharma, G. Tyge Payne, and Donald Neubaum—join the FFI Practitioner podcast to discuss the evolution of the journal and the growing maturity of the family business field during their tenure.

In family enterprise and wealth advisory environments, development is rarely an individual endeavor.

The transition from a first trustee to a second trustee represents a pivotal moment in the life of a family system shaped by trusts.

What happens when artificial intelligence meets a rapidly evolving fiduciary landscape?

Prenuptial agreements are often treated as purely legal instruments, but for families of wealth, they carry significant emotional, relational, and systemic implications.