For many of the world’s ultra-high-net-worth ( UHNW ) families, discussions around investment, governance, and succession are becoming harder to navigate in the face of a rapidly shifting global landscape, a new report finds.

Nearly three-quarters ( 74% ) of family office professionals have observed a rise in conflict among family members. Additionally, around three-quarters of families make personal judgement calls on philanthropy and conflict resolution.

While this observation does not reflect family dysfunction, it highlights that the growing complexities of wealth management are posing a challenge to families, Standard Chartered Global Private Bank says in the report The Great Repositioning.

The research findings suggest that having a structure with appropriate governance that is regularly reviewed to guide their wealth planning process increases families’ confidence to evolve with the changing landscape and helps align their objectives with their values.

Meanwhile, more than half ( 54% ) of families surveyed are considering relocating their family office locations this year. Those considering a move indicated cybersecurity, geopolitical risk, and the search for specialist talent as their top short-term concerns. This suggests that relocating their operations or family offices is not merely a defensive measure but one that can strengthen resilience and diversification, the report says.

A majority ( 84% ) of families agree that next-generation ( next-gen ) involvement is essential in succession planning, but one-third of them are dissatisfied with current levels of involvement. The difference in respondents’ views on the level of next-gen involvement highlights the importance of striking a balance between when and how to involve the next- gen.

Over three-quarters ( 76% ) of families say they are comfortable using artificial intelligence ( AI ) to support them in making investment decisions, provided human oversight remains. This finding reflects a strategic shift: technology is no longer just a supplemental tool; it is becoming a core element of the decision-making process.

The next generation is making their views heard and leading the push to migrate and adopt technology in a more strategic manner in the families’ decision-making, according to the report. A majority ( 81% ) of the heads of families interviewed say that the younger generation’s perspectives are crucial.

“In an increasingly unpredictable world, the architecture of wealth management must evolve to build resilience, unlock opportunities, and protect legacies,” says Raymond Ang, global head of private bank and affluent clients and head of wealth and retail banking, Greater China and North Asia, Standard Chartered. “Families must move beyond reactivity and plan for change, thereby embedding relevance and longevity for the generations to come.”

Mike Tan, global head of wealth planning and family advisory at the bank, adds: “Where a family office is located can offer strategic advantages because offices hold vast quantities of sensitive financial and personal data. Jurisdictions with strong regulatory safeguards, sufficient professional support network, and advanced digital infrastructure not only offer greater protection but also attract the calibre of talent needed to secure and grow wealth in the long run.”

The study was conducted in collaboration with Financial Times Group, where qualitative and quantitative research was conducted with more than 300 UHNW family members and their family office advisers in May and June 2025.