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      Family businesses sit at the heart of the UK’s private enterprise landscape. Their resilience, long‑term outlook and deep connection to people and place give them a distinctive strength, especially in periods of uncertainty. As 2026 unfolds (shaped by economic softness, geopolitical unpredictability and rapid advances in technology and AI) these qualities matter more than ever.

      The 2026 KPMG UK Private Enterprise Barometer offers timely insight into how UK private enterprises are responding to this environment. Spanning both privately owned and family businesses, it reflects a community acting with determination but also realism, balancing ambition with stewardship as conditions become more complex.

      Family businesses exemplify this mindset, with decisions shaped not only by trading conditions, but also by generational continuity, values, and the desire to protect what previous generations built. That creates a thoughtful, measured perspective: one grounded in purpose as much as performance.

      This article explores the Barometer’s findings through the lens of family enterprise. It highlights the opportunities, pressures and choices that matter most for families navigating the year ahead and preparing for the next generation.

      Shashi Prashad

      Tax Partner KPMG Enterprise

      KPMG in the UK


      Olivia Edwards
      Olivia Edwards

      Family Business Relationship Lead

      KPMG in the UK



      The Private Enterprise mood

      Positive but more measured as businesses adapt to new realities

      Across all private enterprises, optimism remains strong. Eighty seven percent of leaders are confident about growth in the next 12 months, and four-fifths expect revenues to rise. Businesses continue to pursue new products, enter new markets and invest in technology at pace. The spirit is forward looking, but there is a noticeable recalibration.

      Leaders are still ambitious, but the exuberance of the previous year has moderated. The share of leaders describing themselves as ‘very confident’ has softened (from 59% to 41%), reflecting a more pragmatic reading of a subdued UK economic outlook. Demand, while still a key driver, has become less predictable, falling from 52% last year to 45% this year as a source of confidence.

      In response, businesses are broadening their horizons, with 70% increasing their appetite for international markets. Western Europe remains the top destination, but Asia is also rising, supported by new trade agreements. North America continues to feature prominently, demonstrating that even with tariff changes, the US remains ‘too large a market to ignore’.

      Meanwhile, technology and AI have cemented their place as the over- riding investment priority, with 77% of leaders planning to invest and a clear focus on data quality as the gateway to effective AI deployment. Leaders are increasingly intent on process improvement, efficiency gains, sharper insights and better decision making, but with a mature mindset focused on value- adding deployments rather than hype- driven experimentation.

      Yet risks have not receded. Cyber risk has increased for 69% of leaders, and almost half report rises in broader operational and reputational risks. The environment remains ‘fast moving and unpredictable, and this risk- laden context is shaping how leaders prioritise resilience, governance and continuity. 




      The family business perspective

      Purpose driven, realistic and guided by stewardship

      Family businesses share the prevailing sense of optimism, yet their outlook is noticeably more pragmatic, prudent and grounded in long- term stewardship. While overall sentiment among family firms remains positive, the data reflects a community that is reading the market with care rather than exuberance.

      For example, 73% expressed confidence about their growth prospects, versus 87% in the wider private enterprise group. This should not be interpreted as diminished ambition, rather, it signals a more measured, stewardship- driven assessment of current trading conditions, particularly around demand. Among family businesses taking a cautious view, lower demand is the principal factor, cited by 80%, far above the broader sample.

      This prudence complements their long- term mindset. Families are acutely attuned to changes in customer sentiment and regional economic dynamics, often because their brands, reputations and employment legacies are embedded in their local communities. When demand softens, they feel it not just commercially but culturally, and their responses are correspondingly thoughtful.

      Performance expectations follow this pragmatic stance as family businesses continue to expect growth, but at a more moderate pace:


      • 69% anticipate revenue growth (vs 82% overall)
      • 48% anticipate profitability increases (vs 67% overall)

      These expectations reflect not a lack of ambition, but a desire to grow sustainably, responsibly and with an eye on continuity.




      Strategic choices

      Family businesses are playing the long game, not the fast game

      The Barometer reveals several areas where family business strategies diverge meaningfully from the broader private enterprise population, and each tells a story about values, priorities and identity.


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      Funding

      Family businesses remain more inclined to draw on internal funds, with 61% using their own balance sheets, and are more selective about private equity (33% vs 46%). This reflects a desire to maintain control, preserve legacy and avoid complexity, but it also raises strategic questions about how to finance growth in an AI- driven era where capability building requires meaningful investment.

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      Internationalisation

      Family businesses are taking a thoughtful and intentional approach to overseas expansion. Thirty seven percent report an increased appetite for international markets, compared with 70 percent across all private enterprises. This reflects pacing around succession, capital availability and cultural cohesion. It also helps businesses to enter new markets from a position of clarity, stability and alignment, supporting resilience and long- term sustainable growth.

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      M&A

      Family businesses remain selective acquirers. Just 18% are actively pursuing acquisitions, but 49% would consider one if the right opportunity emerged, an entrepreneurial instinct that often plays out in opportunistic, high alignment deals. This signals a sector that is not passive, but strategic: willing to wait for opportunities that match both commercial priorities and family values.


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      Investment priorities

      Family businesses place people at the centre. Workforce investment is their top priority (34%), followed by product innovation (31%) and then technology (25%). The report notes that for many family firms, this reflects the importance of rewarding key staff who are not family members and sustaining values- led cultures built over generations. This is a defining strength. But it also means many family firms ‘track behind corporates on technology enablement, a gap that may narrow as digitally native next gen leaders take on more responsibility.

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      Inheritance Tax

      Underpinning all of this is the issue the Barometer calls ‘the elephant in the room’. Recent changes to IHT, even with the threshold increase to £2.5m, continue to shape thinking around succession, liquidity and long- term planning. Only 30% of family business respondents felt the 2025 Budget was positive for profitability, signalling the profound psychological and strategic weight of tax reform on family owned firms.


      The Barometer describes many family businesses as ‘relieved and re energised’ now that some policy uncertainty has lifted, but only after months of genuine concern. This shapes their current prudence.



      The ‘so what’

      A pivotal moment for family businesses

      The Barometer highlights the importance of adaptability, pragmatism and strategic clarity in a fast-moving external environment. For family businesses, certain implications are clear.


      • Calibrating, not pulling back.

        A pragmatic stance is often needed in order to balance ambition with stewardship. But it is crucial to ensure that caution doesn’t become under-investment at a time when technology, AI and international growth are accelerating elsewhere.

      • Next gen leadership coming into focus.

        Families that empower next gen leaders sooner may unlock transformation in technology, innovation and international reach that older leadership alone cannot fully mobilise. Harnessing next gen has therefore become a strategic issue.

      • Succession and IHT planning shape strategy.

        IHT is influencing confidence, investment and leadership timing. Families who address it proactively will free themselves to think more expansively about growth.

        The family advantage remains powerful, but must be met with modern capability.

        In an age defined by AI, digital infrastructure and global competition, legacy alone is not enough. The future belongs to family firms that combine values- led stewardship with bold, timely investment and strategic adaptability.



      Final reflection

      A year to lean into strengths while preparing for what’s next

      The 2026 Barometer shows the private enterprise community adapting with realism and ambition. Family businesses in particular are doing this through a lens shaped by values, continuity and long- term purpose.

      2026 offers a moment to reaffirm the strengths that define you while embracing the capabilities that will secure your future. If you do both, you will not simply respond to change. You will help shape it.

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