LONDON, GB / ACCESS Newswire / March 7, 2025 / Sasha Lund, founder of Core Values Consulting and a family business expert, has released her timely new book “The Rising Role of Women in Family Offices and Family Businesses.” Through global case studies and expert insights by several international chapter contributors, Sasha examines how women are increasingly taking the reins in family enterprises, reshaping traditional approaches to wealth preservation and business governance.
Breaking Through Traditional Barriers
The landscape of family wealth is changing rapidly. “Many next-gen women are stepping into leadership roles as wealth transitions,” Sasha points out. “Families are recognizing the value of diverse leadership in driving long-term success.” What makes this shift particularly noteworthy isn’t just about who sits at the table. Women bring distinctly valuable perspectives to family enterprises, according to Sasha. “Women bring a holistic, strategic, and often more collaborative approach to governance, succession planning, and investment decisions.”
This isn’t merely about checking diversity boxes. “This shift isn’t just about representation; it’s fundamentally reshaping how family offices operate, with a stronger focus on long-term wealth preservation, sustainable business practices, and balancing traditions and innovation,” she notes. Particularly revealing is how women approach wealth differently. “What the report shows us is that women tend to approach wealth from a more holistic approach. Yes, of course you want to grow your actual bottom line, but you can do it while also focusing on intellectual, cultural and social factors.”
Navigating Family Dynamics and Outdated Expectations
Despite progress, the path to leadership remains challenging for many women in family enterprises. “Women often still face the outdated assumption that male heirs are the default successors – despite their qualifications. Yes, this notion sounds outdated, but it is still quite a common problem,” Sasha reveals. Family businesses present unique emotional hurdles beyond those found in traditional corporate settings. “In family businesses, there’s an added emotional layer. Succession decisions are deeply personal, and legacy expectations can make it harder for women to assert their leadership,” she explains.
The special report highlights practical strategies that have worked for successful female leaders. “The book shows us that women who are successful, are proactive in shaping their own leadership path, securing mentors and role models who advocate for them,” Sasha shares. Meaningful change requires structural adjustments within family governance systems. “Many families must modernise governance structures, basing succession on merit, not tradition and introducing clear succession planning frameworks. Involving daughters early isn’t just fairness – it’s strategy!” The business case for female leadership is compelling. “Ultimately, the best family enterprises don’t just embrace leadership diversity; they profit from it. And yes, by profit, I mean the bottom line,” Sasha emphasizes.
