Family businesses are the backbone of the Middle East economy, and they are operating through a period of profound change. Regional geopolitical conflict has reshaped economies, government priorities, and the social fabric, prompting a transformation, reconsolidation, and recalibration of economic interests. Security, resilience, supply chain integrity, and national transformation agendas now sit at the center of strategic thinking.
At the same time, the internal dynamics of family enterprises are shifting. Wealth and leadership are transferring to the next generation at an accelerating pace, often ahead of the structures needed to support it. Succession frequently proceeds without a formal framework, and investment in developing future leaders remains limited. The next generation is increasingly drawn to transformation, M&A, and the prospect of public listings, yet it often remains under involved in setting strategy. Governance arrangements can be unclear, legal responsibilities overlap, and generational differences over priorities such as sustainability can slow progress. Underpinning much of this is a more fundamental gap: the limited use of data to inform decisions and reporting.
