DBS Family Office Report Highlights Unpreparedness in Global Wealth Transfers
Most ultra-high-net-worth families want to pass their wealth across generations, but a significant majority lack the operational systems, formal contingency plans, and successor involvement required to execute a smooth transition. According to a report released on Oct 30 by DBS, 79% of surveyed family offices prioritize multi-generational wealth transfer, yet 43% have not yet involved the next generation in wealth planning.
The study, titled The DBS Asian Family Office Almanac 2026: Assessing The Risk Readiness Gap, draws on surveys of more than 200 family offices across Asia, Europe, and the Middle East conducted between January and May 2026. Findings indicate that foundational preparation often lags behind ambition. Only 21% of respondents report that their successors are actively involved in the transition process, and just 1% allow the next generation to take the lead.
Founder Control and Key-Person Risk
A primary barrier to effective succession is the reluctance of matriarchs and patriarchs to relinquish control. The report shows that 33% of respondents delayed wealth transfer talks because founders wished to remain in charge. To maintain authority, 54% of participants hold family assets in their own name, while 52% hold assets under a personal investment company.
Lee Woon Shiu, DBS Bank’s group head of wealth planning, family office and insurance solutions, noted that owning assets in a founder’s name creates substantial uncertainty. If a founder suffers from conditions like dementia or loses mental capacity, the asset transition becomes complicated without a pre-existing plan. Despite these vulnerabilities, 23% of surveyed families left key-person risk unaddressed.
Daniel Liang, associate director of Magusta Group, emphasized the broader corporate impact of delayed planning during interviews for the report. He noted that the passing of a key decision-maker affects not only the immediate family but also ripples through the companies and employees dependent on those leadership structures.
Internal Conflict and Business Continuity Gaps
Beyond succession mechanics, internal family disputes and operational vulnerabilities threaten legacy endurance. The report reveals that 23% of family offices have not planned for family conflict. To mitigate this risk, Ho Kwon Ping, founder and executive chairman of Banyan Group, highlighted the value of independent sibling communication. Ho described how his three children meet regularly without him or his wife to debate perspectives and reach compromises independently, fostering unity that survives beyond direct parental involvement.
Operational resilience within family offices also shows notable gaps. The study found that 85% of participating family offices either have no formal business continuity plan, rely entirely on informal arrangements, or remain uncertain whether a formal plan exists. Lee Woon Shiu cautioned that facing disruptions without advance preparation leaves organizational survival to chance in complex and evolving regulatory environments.
Frequently Asked Questions
How many family offices participated in the DBS 2026 report?
The report surveyed more than 200 family offices across Asia, Europe, and the Middle East, alongside in-depth interviews with seven family leaders conducted between January and May 2026.
What percentage of family offices have established a formal business continuity plan?
According to the report, 85% of participating family offices either lack a formal business continuity plan, depend on informal arrangements, or are unsure if one exists.
How do founders primarily hold their family assets according to the survey?
The study indicates that 54% of participants hold family assets in their own individual name, and 52% hold assets under a personal investment company.
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