The global family office market has reached $20.13 billion in value and is projected to hit $27.61 billion by 2030. This growth reflects a fundamental shift in how ultra-high-net-worth families approach wealth management, moving from simple stewardship to strategic value creation across generations.
The Swiss Jacobs Foundation is the world's leading foundation promoting innovation for children and young people. It has already initiated several projects around the world and promoted development for children and young people through its investments. Read below for the most important information about the Foundation and what makes it tick.
The field of philanthropy is a dynamic ecosystem—a network of interconnected entities working tirelessly to create a collective impact that exceeds individual efforts. In the following post, we will take a deep dive into the key trends shaping the landscape of philanthropy in 2023 and explore their implications for the sector. Our exploration includes the driving forces behind this transformation and the resulting implications for both donors and nonprofits.
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Family offices were built to endure, not to expand without limit. Their strength has always come from clarity: knowing how capital is structured, why decisions were made and who carries responsibility forward. For decades that clarity emerged naturally. Teams stayed small. Structures stayed understandable. Decisions remained close to memory. Today wealth is scaling faster than that inherited model can absorb, and complexity is accelerating beyond the reach of informal understanding. The real risk is not volatility. It is losing sight of the structure that holds everything together.
Most family offices believe they are preparing the next generation. The evidence suggests they are doing something considerably more modest: including heirs in governance without equipping them to participate in it. The distinction matters because presence and preparation are not the same thing, and the gap between them is where succession risk accumulates.
Family offices take measuring investment performance seriously. From benchmarks to fee tracking, the infrastructure for investment measurement is continuous, detailed, and increasingly automated. Apply that same question to governance — how effective is your board, your family council, your oversight function? — and the answer is different. The structures may exist, but the measurement often does not.
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The defining question in Swiss wealth management is not whether artificial intelligence will replace the advisor. The more important issue is whether the information environment is coherent enough for productivity gains to hold in practice. AI has attracted attention because it promises speed, efficiency and automation. The real test is whether information across banks, entities, asset classes and documents can be brought into a form that is visible, current and usable in day-to-day work.
