2026年全球家族办公室报告

Introduction Contents Across our private wealth offering, there is perhaps no area more dynamicthan the family office. Over the past decade, wealth management hasundergone a quiet but profound evolution—from highly personalised,concierge‑style stewardship of family affairs to globally integrated institutionsoffering sophisticated capabilities across multiple jurisdictions andtouchpoints. Research background 00Introduction00Chapter 1The evolving profile and global footprintof Family Offices The research was conducted by independent research agency PureProfile.It asked 34 questions in total and was completely anonymous – respondentsdidn’t know the survey was Ocorian led. It was completed by 200respondents in total who all outsource to third-party service providers.Respondents were from both single and multi-family offices and help tomanage over $100 million or more of family wealth. 00Chapter 2Navigating current challenges and demands Today’s complex private client landscape demands sophistication,globalisation and connection. Family offices have had to professionaliserapidly as a result of their growth but also because of both market andclient demand. But what should not be forgotten is that no matter howinstitutionalised systems, processes and governance become, we’re stilltalking about the assets of families. Real people who have generated,multiplied, safeguarded, invested, distributed and managed their wealth withcare and passion precisely because it is theirs. 00Chapter 3Responding to shifting priorities in adynamic landscape 00Chapter 4Geopolitics: What does this mean for Family Offices?Insights from BDO Annerien HurterGlobal Head of Private Client,Ocorian 00Chapter 5Risk, resilience and the maturing Family OfficeInsights from Toro Solutions For the 2026 edition of Ocorian’s Global Family Office Report, we’veconducted a global survey that asks questions of those who have familyoffices and those who work with them. We wanted to know about globalgrowth, current challenges, changing family priorities, the impact oftechnology and geopolitics, and the role of specialist service providers inknitting all of this together. 00Chapter 6Harnessing data, AI, and reporting for strategicdecision‑makingInsights from Landytech We’ve worked with some specialist partners across these areas, and I’mgrateful to them for their insights and expertise paired with my private clientcolleagues all over the world have also provided vital knowledge and input. 00Chapter 7Governance structures and effective decision-making 00Chapter 8The role of specialist service providers in supportingFamily Office success The Ocorian Global Family Office Report 2026 is based on collaboration,understanding and alignment and highlights that keeping family officespersonal requires more trust, emotional intelligence and market knowledgethan ever before. Respondents by geographic region Profile of respondents Why? Family members moving or living abroad was the most popular reason (84%), followed by tax and regulatory issues (49%) and reducing riskposed by geopolitical issues (31%). CHAPTER 1 The evolving profile and global footprint of Family Offices As family offices have had to manage greater levels of complexity, assets and wealth, it stands to reason that their very makeup has had to evolve to meet this need. One of the biggest drivers changing the profile of family offices is the geographic dispersal of families. For UHNWIs the world can be a small place, easily navigated andavailable depending on any given desire or need, whether business or personal. 60% of respondents to our survey said they had opened up to two more physicaloffices in different jurisdictions in the last five years. Global mobility is a trend – 61% of respondents said they had seen an increase in family members having different or multiple citizenships in the last five years,or an increase in them residing in different countries. And why not? For many families and UHNWIs mobility is one of the greatest luxuries afforded by wealth,personal and lifestyle needs can be best met in different countries, cities or locations. Situating your family office where you most regularly are is a logical move,and one that we’ve worked with many intermediaries and end clientson achieving. It’s not a stretch to say that this is now the norm; 96% ofrespondents to our survey have more than one physical office. How many physical offices does yourfamily office have? Over the past five years, have you seen an increase in family members having different or multiplecitizenships and / or seen an increase in them residing in different countries? In what area does your family office currently feel most challenged and stretched to deliver the leveland quality of expertise it requires to operate effectively? CHAPTER 2 Navigating current challenges and demands When it comes to current trends in the family office space, many of the challenges of 2026 are continuations of those