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With more business families going global, it’s imperative that family businesses consider the tax implications as well as the business and personal factors when planning a family business transfer. In this report, KPMG offers two case studies on taxing family business transfers and the significant disparities between tax regimes. The report also compares the vastly different tax implications of transferring the family business through gifting during the owner’s lifetime (including on retirement) and through inheritance across 57 countries, territories, and jurisdictions worldwide.

Although business-owning families have foundational reasons for staying invested, most at some point will contemplate whether, when, and how to divest. By asking five key questions, a business owner's decision to hold a concentrated position or unwind all or a portion of the business can be made with greater confidence.

Emerging from the shadows is the increasing number of women in the workforce, and it marks one of the most significant changes in economies throughout the world in the last 40 years. This report—the second in a series of four on family business succession—takes an up-close look at the demographic shifts that are changing the role of women in family businesses and the unique competitive advantages they can deliver. For more key insights from the series, check out the other three reports:

Choosing the right governance practices in a family business is a critical ingredient for its long-term sustainability. This report—the third in a series of four on family business succession—examines the many layers of family and business governance systems and mechanisms and the ways in which the evolving principles of good governance create value for both the business and the family. If you missed the other three reports in the series, you will find them here:

Each family’s legacy is as unique as the family itself. It can be a bloodline, a name, heirlooms, a legal entity or family stories, myths, and artifacts. In this fourth and final report in the series on family business succession, key insights are shared on the important role that legacies play in uniting the core purpose of the business with the family’s abiding values. If you missed the other three reports in the series, you will find them here:

There is an evolution taking place in the world of succession that is aligning the overall purpose of the family business with the motivation and beliefs of NextGen leaders. This report—the first in a series of four on family business succession—explores the courage to choose the right successor at the right time and provides the six key considerations family business leaders proposed that influenced their decision. For more key insights from the series, check out the other three reports:

Thomas Calandra, who is in his mid-twenties, is the owner of Calandra Enterprise. Thomas credits his family business’s success to his grandfather’s hard work, determination, and artistry that greatly influences the services provided to their customers and clients at their bakeries, hotels, and restaurants. He and his sister vow not to be like other family-owned businesses that rise in the hands of the elders and crumble in the hands of the grandchildren.

There are few issues in family business that create more conflict and tension than the employment of family members. The complexities involved and the breakdowns in communication and trust can contribute significantly to the alarmingly high rate of failed intergenerational transitions in family business. The good news is that there is a way for families to better position themselves to overcome those challenges by looking at the 10 most common mistakes family members make when it comes to hiring (and firing) for their business.