Family offices are increasingly looking beyond investment returns and preservation of capital, with many now formally defining the broader purpose of their wealth. According to new research, the main driver behind this shift is preparing the next generation to become responsible stewards of family assets.
Preliminary findings from the 2026 AlTi Tiedemann Global and Campden Wealth Family Office Operational Excellence Report reveal that 48% of family offices surveyed have established a clear framework outlining the purpose of their wealth, up from roughly one-third in 2025. The research is based on responses from 126 family office principals and executives across North America, Europe and Asia, collected between February and May 2026.
The growing adoption of these frameworks reflects a changing mindset within family offices. Rather than focusing solely on investment strategy, families are increasingly asking how their wealth can support long-term goals such as family wellbeing, generational continuity, philanthropy and positive community impact. As trillions of dollars are expected to pass between generations over the coming decades, many families recognise that while assets can be inherited, responsible stewardship must be learned.
Looking beyond investment policy
The research identifies three key reasons families are defining the purpose of their wealth. The most common motivation, cited by 65% of respondents, is providing guidance for younger family members. Sixty-one percent want to give their wealth meaning beyond simply preserving it, while 54% hope to reduce the risk of family disputes by establishing shared values and expectations.
Having a clearly defined purpose also influences how family offices operate. Among respondents with a documented wealth purpose, 71% say it significantly shapes day-to-day family office operations. Around two-thirds report it has a major impact on governance, estate planning and wealth transfer decisions, while 64% say it guides investment strategy and 59% apply it to succession planning.
Although preserving and growing family wealth remains the highest priority, selected by 91% of respondents, family offices are broadening their objectives. Nearly half allocate wealth to family education, philanthropic initiatives and supporting operating businesses. Others identify funding living expenses and healthcare as important long-term uses of family capital. Together, these findings suggest family offices are evolving into organisations that manage both financial and family priorities.
Next-generation involvement still trails ambitions
Despite placing strong emphasis on preparing heirs, many families have yet to involve them meaningfully in defining the family’s wealth purpose.
Only 17% of respondents say next-generation family members are highly engaged in developing or updating the framework. Another 41% describe them as somewhat involved, while 30% have not yet included them in the process, despite intending to do so. Just 5% say they have no plans to engage younger family members.
The findings highlight an ongoing challenge for family offices: preparing wealth for heirs is not the same as preparing heirs to manage wealth. A purpose-driven framework can help bridge that gap by encouraging younger generations to participate in shaping the family’s long-term vision rather than simply inheriting its assets.
As Jill Shipley, Head of Governance and Education at AlTi Tiedemann Global, notes, many families are moving away from focusing solely on transferring wealth and are placing greater emphasis on preparing future generations to manage it responsibly.
Advisors play an increasingly strategic role
The report also points to growing demand for external expertise. Nearly 60% of families that have established a wealth-purpose framework either relied on outside advisors or believe external guidance would have improved the process.
Among those seeking support, 58% wanted help defining the family’s overall purpose for its wealth, while 55% valued assistance facilitating family discussions. More than a quarter also sought advice on measuring and reporting how effectively their wealth is being used to achieve its intended goals.
The findings suggest advisors are taking on broader responsibilities, helping families navigate conversations around values, governance and long-term legacy alongside traditional investment management. As family offices place greater emphasis on purpose, accountability and generational engagement, these skills are becoming increasingly valuable.
