Family Conflict and Succession Planning

Referencing the latest "2026 Global Family Office Report," published annually by J.P. Morgan Private Bank.

According to a survey of 333 family offices worldwide, with average net worth of roughly ¥250 billion (approximately USD 1.7 billion), 75% of the families surveyed own and operate an operating business. Among those business-owning families, 41% cite conflict within the family as one of the most significant risks.

Because operating businesses, financial assets, real estate, voting rights, cash distributions, credit, and personal relationships all become intertwined, the key issue is not merely investment management, but family governance — the family's own decision-making and system of control.

The report also finds that 86% of family offices worldwide have no clearly defined succession plan for their decision-makers.

The essence of succession lies not only in tax planning and asset transfer, but in passing on to the next generation the capacity for judgment, credibility, relationships, an eye for opportunities, and connections with external specialists.

The PLUTO Perspective

There is no single correct answer to this set of challenges.

That said, we believe that organizing issues such as business, family, assets, succession, and decision-making structures at an early stage — and clarifying the role and design of the family office — is what expands long-term options.

(Survey scope)
333 single family offices across 30 countries worldwide
Average net worth: roughly ¥250 billion (approximately USD 1.7 billion)
Average assets under management/supervision: roughly ¥180 billion (approximately USD 1.2 billion)
Total assets of the families surveyed: roughly ¥75 trillion (approximately USD 500 billion)
Regional composition: United States 59%, Latin America & Caribbean 18%, Europe & Middle East 14%, Asia 11%

(Reference)
J.P. Morgan Private Bank
2026 Global Family Office Report