Family offices want to preserve wealth across generations, but many lack the internal capabilities, succession arrangements, and operating processes to do so, according to research commissioned by DBS.
The “DBS Asian Family Office Almanac 2026: Assessing the Risk Readiness Gap” surveyed more than 200 family offices in Asia, Europe, and the Middle East between January and May 2026.
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The study identified wealth transfer, risk management, and AI and technology as the main concerns for families. In each area, it found limited planning or implementation.
Nearly eight in 10 families, or 79%, intend to pass wealth to at least two further generations.
However, 43% said the next generation does not participate in wealth planning. Only 1% said next-generation members lead the design and implementation of those plans.
Near-term transfers appear limited. Just 4% expect a meaningful transfer of wealth within three years, while 29% expect the process to take more than seven years.
The founder’s desire to retain control was the leading cause of delay, cited by 33% of respondents.
Another 15% expect wealth to change hands only after an event such as a crisis or the founder’s incapacity.
As the next generation lives and works across borders, 55% of respondents remain uncertain about which ownership structures they should introduce.
Business continuity planning is also limited.
More than 85% of family offices either have no formal business continuity plan, depend on informal arrangements, or are unsure whether such a plan exists. Only 15% have a formalised plan that is regularly tested.
Risk management shortcomings extend beyond continuity planning. Some 38% have not yet addressed cybersecurity and data privacy risk, while only 3% have obtained, or intend to obtain, cyber insurance.
Risks within the family are also often unaddressed. The report found that 27% have not prepared for intergenerational leadership risk, 26% have not addressed governance risk, and 23% have not planned for family conflict.
A lack of in-house risk management expertise was the most frequently cited barrier to addressing risks, at 56%. Limited internal resources followed at 48%.
AI adoption remains at an early stage for many family offices.
While 60% named learning how to adopt AI effectively as their main objective, 47% have not used digital tools or AI in daily operations.
Internal expertise gaps, cited by 49%, and data security concerns, cited by 46%, were the main barriers to wider use.
DBS Bank wealth planning, family office & insurance solutions group head Lee Woon Shiu said: “Yet those decisions are becoming more pressing as rapid technological change and market volatility test how families manage their businesses and wealth. Family offices need to look beyond immediate obligations and identify weaknesses in succession arrangements, risk oversight and technology before they become costly problems.
“The families best placed to protect and grow their wealth will not necessarily be those with the most assets, but those who address these issues early, while they still have time and ample choices.”
