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Volatility in global equities subsided in the Fourth Quarter of 2015; however, 2016 will likely see multiple spikes due to the follow-through from low oil prices and concerns over China. Other current and fluctuating conditions of global capital markets add to the volatility. Amidst the turmoil, growth should stabilize in 2016 with the impact of China deceleration concerns likely to abate, Japan and Europe being on more stable footing for growth, and the CapEx revival in Europe.

For most financial assets 2015 was a challenging environment, with equities seeing negative or muted performance and fixed income facing its worst year since 2013 as yields slowly moved higher in anticipation of the Fed rate hike in December. Some of the macro themes of 2015 (a strong dollar and monetary tightening in the U.S.) will carry forward into 2016, but some will change and new themes will develop in the global economy. The outlook provides significant investment opportunities while recognizing the current risks and volatility of the market environment.

Important insights lie in the trends hidden under asset class classification of the hedge fund industry, which is expected to grow 25% annually in the next five years from $0.5 to $1.4 trillion dollars. To spot the trends, the asset categories should be useful for family offices to gain meaningful insights of major allocation shifts. A good place to start is to apply the widely recognized industry categories—Equity Hedge, Event Driven, Macro, and Relative Value—to the classification methodology.

Global equity markets rebounded sharply in October 2015 after the third quarter sell-off due to accommodative monetary policies and some better economic and earnings news. The gains faded late in the quarter on further weak data from China, weak exports, and more stress in the energy and commodity sectors due to oversupply mostly extracted by new technologies. As the world economies work through various transitions and uncertainty, investors are understandably anxious about the outlook for financial markets.

With the ever-evolving nature of international tax, the non-U.S. resident or non-U.S. citizen with activities in the United States (referred to as “inbound” activities) and their U.S. advisors should become aware of fundamental, international tax principles to avoid the unintended application of U.S. tax. This guide serves as a resource to help navigate the dynamic tax landscape.

We are living through a fundamental transformation in the way we work. Automation and 'thinking machines' are changing the skills workers need, while demographic changes promise a talent shortage, longer lifespans, and other significant shifts that will affect the workplace. These changes raise huge organizational and human resource challenges at a time when business leaders are already wrestling with unprecedented risks, disruption and political and societal upheaval.

Millennials have surpassed the Baby Boomers as the nation’s largest demographic segment. And with more than $30 trillion passing to them through inheritance over the next 30 years, Millennial investors are determined to make an impact and use their wealth to reshape not just markets, but the world.

Because of social and cultural changes that have increased women’s control of wealth, this paper seeks to help families navigate this newer development—where the female partner’s inherited wealth significantly exceeds that which her spouse is likely to generate through his own inheritance or work. It begins with McKayla’s story and the challenges she and her boyfriend faced in their fiscally unequal partnership.

The question Virginia “Ginny” Esposito, Founder of the National Center for Family Philanthropy, gets asked the most, is “How can I engage my family in philanthropy?” In this episode, Ginny highlights what family business is and common trends in the work she has been in for over 30 years. She has lots of wisdom for parents and great resources, whether you are just getting started or if you’ve been giving for decades.

Succession planning for a family business inevitably requires planning for the transition of the management team. This transition presents several challenges, including dealing with non-family managers and with a family member who is not suited for a leadership role in the business. These difficulties are not insurmountable, and, with clear communication, careful planning and assistance from advisors, the family will end the planning process with a stronger and more successful management team and family business.