Future-Proofing Family Office Governance for NextGen

Governance Matters: A Blog Series by Chris Rose, TIGER 21 Family Office Chair

In my conversations with families and advisors around the world—most recently through The Next Five: Family Office Predictions for 2030, a global series I launched to explore the future of family offices—one theme keeps surfacing: next generation engagement is either a driving force or a looming risk. There is no middle ground anymore.

Too often, governance is built around the needs of the current generation, with the expectation that the rising generation will slot in when the time is right. But when families wait too long to integrate NextGen voices, they risk losing them entirely.

In my view, the NextGen challenge isn’t just about succession—it’s about relevance. If family office governance structures don’t reflect the values, priorities, and leadership styles of the people who will one day inherit them, they won’t be taken seriously. And that failure doesn’t show up in a single moment—it shows up gradually: in skipped meetings, delayed decisions, or an eventual exit.

What actions are needed fore future-proofing family office governance for NextGen? Here are three practical shifts I believe families should make now if they want governance to remain meaningful five years from now:

1. Move from symbolic to substantive participation

Giving a NextGen family member a board seat or council title isn’t enough. They need real ownership of issues that matter to them—impact investing, entrepreneurship, or even digital transformation. That means not just a voice, but a mandate.

2. Anchor family governance in shared purpose—not just shared capital

Legacy can’t just be about wealth preservation. When families align around a broader purpose—social good, stewardship, innovation—governance becomes a framework for that vision. Ask: What do we stand for beyond the balance sheet?

3. Normalize generational difference

Different isn’t wrong. NextGen family members may want more transparency, flexibility, or speed. Governance structures should be adaptable enough to allow evolution—without triggering resistance or paternalism. One size won’t fit all.

Strengthening Family Office Governance for Future Generations

In short, engaging the next generation isn’t a future issue—it’s a current governance imperative. Future-proofing family office governance for NextGen is not about handing over power all at once, but about making space for co-creation today. If families want continuity, they have to start with connection—on terms that make sense to those who will carry things forward.

At TIGER 21, our Family Office Groups provide a trusted forum where ultra-high-net-worth individuals (UHNWIs) can navigate the intricate challenges of governance, succession planning, and NextGen engagement. By sharing insights and experiences with peers who have faced similar challenges, Members gain invaluable perspectives to shape governance strategies that stand the test of time.

Learn more about TIGER 21 Membership and how our Family Office Groups can help you future-proof your governance strategy.

About Governance Matters

In this exclusive blog series, TIGER 21 Chair Chris Rose delves into the key pillars of governance that define enduring family offices. From structuring leadership and decision-making to balancing legacy and innovation, Chris shares real-world insights and best practices drawn from years of experience guiding ultra-high-net-worth families.

Stay tuned as we explore the strategies that help family offices thrive in an ever-evolving landscape.

About Chris Rose

Chris Rose is a partner at Dentons, the world’s largest law firm, where he serves on the Global Steering Committee of the Family Office and High Net Worth Group. He has extensive experience advising ultra-high-net-worth families on governance, cross-border investments, and family office strategies. Previously, he led Dentons’ Venture Technology practice in Europe and has advised on over 300 venture and growth capital transactions. A long-standing YPO member, Chris previously ran the YPO Deal Network, facilitating billions in transactions.