Family Businesses Risk Long-Term Competitiveness as 2- to 3-Year Planning Yields to Short-Term Pressures
Updated
Updated · KPMG Newsroom · Aug 6
Family Businesses Risk Long-Term Competitiveness as 2- to 3-Year Planning Yields to Short-Term Pressures
1 articles · Updated · KPMG Newsroom · Aug 6
Summary
Family-owned companies are being warned that constant focus on rising costs, volatile demand, regulation and cyber risk can quietly weaken their long-term competitive position.
Technology is a key fault line: incremental fixes to legacy systems may preserve continuity now, but they can raise outage risk, slow innovation and make later transformation harder.
One discipline highlighted is explicit time allocation, with a retailer splitting leadership attention between current delivery, the next 2 to 3 years and a protected longer-term horizon.
Scenario planning and “no-regrets” investments—such as connected data, decision-enabling technology and deeper customer insight—are presented as practical ways to build resilience across possible futures.
The broader message is that resilience for family businesses is not just absorbing shocks; it requires owners and managers to keep investing time, capital and attention beyond immediate pressures.