Press release
Standard Chartered Global Private Bank’s research unveils 74% of family office professionals observed a rise in conflict among family members
Family office relocation and next-generation engagement are key issues for family offices
Singapore – Standard Chartered Global Private Bank today released its research findings on ultra-high-net-worth (UHNW) families, revealing that families are rethinking how they should be managing their wealth and planning their legacy amidst a rapidly shifting global landscape and challenges.
Amidst geopolitical instability, digital disruption and social changes, UHNW families are facing unprecedented pressures to move away from traditional wealth planning solutions. The report “The Great Repositioning”, based on a global survey of more than 300 UHNW families and their advisers, uncovered four themes that will guide these families in safeguarding their wealth.
1. Governance helps families align, builds resilience
Nearly three-quarters (74%) of family office professionals have observed a rise in conflict among family members. Additionally, around three-quarters of families make personal judgment calls on philanthropy and conflict resolution.
While this does not reflect family dysfunction, the observation highlights that families are challenged by the growing complexities of wealth management. The research findings suggest that having a structure with appropriate governance that is regularly reviewed to guide their wealth planning process increases families’ confidence to evolve with the changing landscape and helps align their objectives with their values.
2. A strategic repositioning
More than half (54%) of families surveyed are considering relocating their family office locations this year. Those considering a move indicated cybersecurity, geopolitical risk, and the search for specialist talent as their top short-term concerns. This suggests that relocating their operations or family offices is not merely a defensive measure but one that can strengthen resilience and diversification.
3. Succession planning under pressure
A majority (84%) of families agree that next-generation (next-gen) involvement is essential in succession planning, but one-third of them are dissatisfied with current levels of involvement. The difference in respondents’ views on the level of next-gen involvement highlights the importance of striking a balance between when and how to involve the next-gen.
4. Technology and next-gen voices offer an edge
Over three-quarters (76%) of families say they are comfortable using artificial intelligence (AI) to support them in making investment decisions, provided human oversight remains. This finding reflects a strategic shift: technology is no longer just a supplemental tool; it is becoming a core element of the decision-making process.
The next generation is making their views heard and leading the push to migrate and adopt technology in a more strategic manner in the families’ decision making. A majority (81%) of the heads of families interviewed say that the younger generation’s perspectives are crucial.
Raymond Ang, Global Head of Private Bank and Affluent Clients and Head of Wealth and Retail Banking, Greater China and North Asia, said: “In an increasingly unpredictable world, the architecture of wealth management must evolve to build resilience, unlock opportunities, and protect legacies. Families must move beyond reactivity and plan for change, thereby embedding relevance and longevity for the generations to come.”
Mike Tan, Global Head of Wealth Planning and Family Advisory said: “Where a family office is located can offer strategic advantages because offices hold vast quantities of sensitive financial and personal data. Jurisdictions with strong regulatory safeguards, sufficient professional support network and advanced digital infrastructure not only offer greater protection but also attract the calibre of talent needed to secure and grow wealth in the long run.”
This study was conducted in collaboration with Financial Times Group, where qualitative and quantitative research were conducted with more than 300 UHNW family members and their family office advisers in May and June 2025. You can read the full report here: The Great Repositioning.
For more information:
Clarissa Tee
Wealth and Retail Banking Communications
Standard Chartered Global Private Bank
Standard Chartered is a leading international banking group with over 170 years of heritage and a presence in more than 50 of the world’s most dynamic markets. Guided by its purpose of driving commerce and prosperity through unique diversity, the Group lives by its brand promise: Here for good.
Standard Chartered Global Private Bank is the Group’s dedicated private banking arm, serving UHNW and HNW clients across key advisory centres – Hong Kong, Singapore, the United Arab Emirates, and the United Kingdom. It provides bespoke wealth solutions and a comprehensive suite of services tailored to clients’ needs.
Offerings include access to a broad range of investment opportunities, wealth planning and family advisory, structured lending, corporate advisory, private market opportunities, and dedicated services for external asset managers and family offices.
Leveraging its deep-rooted franchise and international network, Standard Chartered Global Private Bank connects clients to global opportunities, helping them grow, manage, and preserve their wealth for generations.