Over USD 83 trillion is transferring to the next generation over the next 25 years. Unfortunately, many of these wealth transitions are at risk of failing. Not because of poor investments, but because of poor family dynamics and preparation. Traditional estate plans transfer assets but miss critical elements: the knowledge, context, and intelligence that built the wealth. Forward-thinking families are recognising that wealth data is itself a legacy asset that must be intentionally transferred using purpose-built technology and governance frameworks.
Family Offices (FOs) are devoting a greater share of time and wealth to philanthropy. Charitable giving is one of the main ways many families and Family Offices define success. Philanthropy is a wonderful way to engage family members, especially younger generations, to share and honour values, explore similarities and differences, and leverage individual strengths.
The holiday season presents an opportunity for wealthy individuals and families to share their abundance and make a meaningful impact on the lives of those less fortunate. Despite busy schedules filled with gatherings and festivities, there are simple and efficient ways to give back. Here are some thoughtful approaches to contribute to charitable causes this holiday season.
The Lauder Foundation is a prominent philanthropic organization based in New York City. Established in 1987 by Leonard A. Lauder, son of cosmetics entrepreneur Estée Lauder, and his wife, Evelyn, the Foundation has made significant contributions in a variety of areas, including education, arts and culture, Jewish causes, and disease research. With a focus on supporting organizations that align with its founders' personal interests, the Lauder Foundation has played a critical role in fostering positive change in the community.
Artificial intelligence (AI) has emerged as a transformative force in many industries, and philanthropy is no exception. AI's potential to revolutionise philanthropic efforts by streamlining processes, improving decision-making, and facilitating research is increasingly recognized.
Private foundations have demonstrated an unwavering commitment to philanthropy despite economic uncertainties and market downturns. The recently released 2023 Report on Private Philanthropy highlights trends within these foundations and provides valuable insights into their impact on charitable causes.
Sports philanthropy is a social engagement approach that employs sport as a platform to effect good social change. This social contribution can range from tiny grassroots sports development activities to campaigns run by sports bodies or personal efforts conducted by professional sportsmen. Sports philanthropy serves as a conduit for any social good efforts that make use of sport as a tool. Let's take a look at the many aspects of sports charity.
Swiss entrepreneur and philanthropist Hansjörg Wyss has made a remarkable impact in the fields of business and philanthropy. With a net worth estimated at more than $4.7 billion, Wyss has dedicated his wealth to causes close to his heart, particularly environmental protection, health care, and scientific advancement.
For a long time, he was the richest Chinese; a few years ago, he fell to fourth place. Jack Ma, the founder of Alibaba, one of the largest e-commerce platforms in the world, and the founder of Fintech Ant Group, today presents himself above all as a philanthropist.
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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.
