Family offices are revisiting how they allocate capital as younger generations step into leadership, exposing clear differences in how wealth should be managed.
A recent study by Ocorian, based on responses from family members and senior executives overseeing a combined $119.37 billion, shows that 79% report increased involvement from younger relatives in shaping and reviewing investment strategies.
At the same time, 97% say the priorities of the next generation differ from those of the founders, creating friction around strategy, risk tolerance, and long-term goals.
Conducted across 16 jurisdictions—including the UK, US, UAE, Singapore, Switzerland, Hong Kong, South Africa, Saudi Arabia, Mauritius, and Bahrain—the survey underscores growing unease around succession planning.
Many family offices are now grappling with how to pass on not just wealth, but also control. About 12% of respondents say a smooth transition of leadership is not happening naturally, while 98% agree that succession frameworks need strengthening.
Ginny Goh, director of private clients at Ocorian, says succession planning is becoming more critical as family offices evolve.
She notes that differences in perspective between founders and heirs are inevitable, particularly as wealth expands and family priorities become more complex—making structured, forward-looking succession plans essential.
Diverging investment priorities
The research highlights several areas where younger family members are pushing for change.
Just over half (51%) say the next generation favours greater exposure to private markets, while 42% point to disagreements over digital assets.
A further 39% report increased interest in tangible assets such as real estate and private aircraft.
In addition, 29% say younger members are more willing to take on risk, and 33% cite geopolitical differences as a source of debate. A smaller share (9%) say disagreements even extend to where family offices should be headquartered.
A global wealth transition underway
These shifts come as family offices prepare for a historic transfer of wealth. Deloitte estimates that more than $80 trillion will move between generations over the next 20 years, increasing pressure on families to formalise governance and succession structures.
This transition is expected to reshape how family offices operate, with younger heirs showing stronger interest in alternative investments, sustainability-focused strategies, and globally diversified portfolios.
As a result, traditional conservative approaches to preserving wealth are being challenged.
With new voices gaining influence, family offices are increasingly having to reconcile established investment philosophies with evolving expectations around innovation, risk, and asset allocation.
For many wealthy families, the central challenge is no longer just protecting capital, but managing a generational handover without undermining the systems designed to safeguard it.
