Family Enterprise Insights

This piece closes the loop on a year of Family Enterprise Insights by naming the common thread beneath our 2025 research: trust as infrastructure.

A new study by Blumentritt, Randolph, and Marchisio reframes burnout in family enterprises as a systemic issue—not simply the result of long hours, but of blurred roles, emotional labor, and constant entwinement of personal and professional identity. Unlike in traditional firms, stepping away from work may feel like stepping out of the family. The research highlights that effective recovery goes beyond rest—it requires intentional, identity-affirming experiences and collective shifts in how families structure time, roles, and expectations.

In-laws are part of the family — but what does that mean in the context of a family enterprise? This essay explores the hidden influence of in-laws on continuity, identity, and governance across generations. Drawing on research by John Rosso and perspectives from family systems theory, it challenges families to reflect on whether their treatment of in-laws is thoughtful and aligned with long-term goals, or driven by default assumptions that may unintentionally undermine connection and stewardship.

New research from Columbia University and a 2025 study in The Lancet Regional Health – Americas challenge assumptions about when Alzheimer’s risk begins. The findings show that cognitive decline—linked to cardiovascular, inflammatory, and neurodegenerative markers—can be detected in adults as young as 24. While family history remains relevant, it’s lifestyle and biological risk factors that may offer earlier, more actionable signals.This has major implications for family enterprise leadership: cognitive health isn’t just a personal issue—it’s a strategic one. In a high-pressure environment where next-gens are expected to carry long-term responsibility, fostering brain health through wellness strategies, annual screenings, and a new definition of “readiness” could shape the future of continuity planning. As Dr. Noble of Columbia University Medical Center notes, the earliest signs often go unrecognized—making proactive awareness a form of responsible ownership.