The political climate for sustainable finance has cooled in the United States. Donald Trump’s return to the White House has weakened support for environmental, social and governance (ESG) policies. Fund flows show that enthusiasm has faded among some institutional investors. However, the picture looks significantly different from the viewpoint of family offices. These private vehicles, which manage wealth for ultra-wealthy families, continue to persist in sustainable investing.
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According to the World Health Organisation and the World Economic Forum Global Competitiveness Report, Monaco has the highest life expectancy in the world.
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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.
