If Governance Is So Important, Why Can’t Two-thirds of Family Offices Be Bothered?

In today’s evolving family enterprise landscape, governance remains one of the most critical, yet overlooked, pillars of long-term success. A recent Canadian Family Offices article highlights findings from the UBS Global Family Office Report showing that 62% of family offices worldwide still operate without formal governance structures. As families transition into second, third, and fourth generations, the absence of clear decision-making frameworks can expose both the business and the family to unnecessary risk.

In the article, Greg Moore, Partner, shares candid insight into why governance is often delayed. Founders may hesitate to formalize structures out of concern that it limits entrepreneurial agility or signals a loss of control. Others simply feel overwhelmed by where to begin. Yet Moore emphasizes that governance is not about bureaucracy—it’s about clarity. Without agreed-upon processes, families risk ad hoc decision-making, blurred roles, and unresolved conflict that can erode both wealth and relationships.

Greg suggests that governance should start simply: by articulating shared family values and building consensus around what matters most. From there, families can gradually formalize structures that define authority, accountability, and succession pathways. When practiced consistently, not just documented, governance becomes a living framework that protects harmony, strengthens leadership transitions, and preserves legacy across generations.

Read the full article on the Canadian Family Offices website.