The Future of Family Offices: Why Multidisciplinary Teams Are Essential

The Evolving Role of Family Offices

The goal of every family office is the same—to serve the financial and capital needs of current and future generations. However, the process is changing. We will always require attorneys and wealth advisors to “stay in their swim lanes” and practice compliance. That will never change. Those silos are necessary but NOT sufficient. Today, cross-functional teams of interdisciplinary advisors are collaborating and providing external expertise.

Real-World Examples of Succession Planning

Recently, I was asked to create video recordings for a multi-family office (MFO) with over $1B in assets under management. They wanted me to share succession planning advice with their 80+ clients. Last week I talked with my new friend, Charmaine Tang, CEO of Orca Americas, about the need for people and technology to model innovation for family offices. I also invited Brannon Fisher, an MFO partner, to share advice with our Next Gen Peer Group leaders when we met in Denver. Minutes ago, I spoke with Bradley Franc, CEO of Succession Strategies, who said, “We don’t do what you do. We should partner.” There’s a pattern here…

We all have these meetings because we all serve the current and future needs of our clients. I can only imagine that such collaboration will accelerate.

The Power of Multidisciplinary Teams

There is a growing trend toward building multidisciplinary teams within large family offices. These internal teams may include specialists from various fields working together to collaborate and provide comprehensive advice. Naturally, each advisor brings unique legal, financial, or relational expertise. Every smaller family office needs to do the same. They need to develop external teams of expert advisors. The power of multidisciplinary collaboration lies in our ability to address the full complexity of family dynamics and wealth management.

Why Traditional Roles Aren't Enough

Wealth advisors are focused on maximizing assets for long-term gain. Attorneys and insurance advisors focus on protecting assets and minimizing risk. Both roles are critical, but they are NOT sufficient for Next Gen leaders who expect more transparency, digital access, and opportunities to learn. Family offices, like any social organization, need to evolve. Every aspect of the family’s wealth or legacy deserves expert advice.

Navigating Intergenerational Conversations

Consider a typical family office meeting: the Elder Generation is planning for retirement and succession, while the Next Generation is learning about investments and long-term financial planning. In the middle, a team of advisors—legal, economic, and often behavioral psychologists (like me)—helps facilitate the conversation. These discussions can be delicate. The Elder Generation needs to learn to bite their tongues and encourage the Next Generation to ask questions about access to funds, investment strategies, and personal goals.

For younger family members, these meetings present an opportunity to learn about critical topics like compounding interest, wealth distribution, and long-term planning. I’ve been facilitating a series of family meetings with three Elders, five Next Gens, and three wealth advisors from Northern Trust. By the end of the last session, the Elders were beaming with satisfaction. A multidisciplinary team ensures that these meetings are not just about financial details but about fostering open, constructive dialogue across generations. Advisors from different fields can help ensure that the right questions are being asked and that all voices are heard.

The Expanding Role of the Family Office

Family offices have historically focused on wealth management—handling investment portfolios, estate planning, and tax strategies. But the role of the family office is evolving faster than ever. Many family offices are expanding toward a more comprehensive model that addresses both financial and family capital.

The Family Capital Model

The Family Capital model includes five key areas:

• Health and well-being
• Family governance and decision-making
• Succession planning and education for the next generation
• Family dynamics and interpersonal relationships
• Risk management, both financial and relational

This expansion reflects a broader understanding that to preserve a family’s legacy, the focus must be on the whole family, not just its financial assets. How do Family Office leaders support that broad need? With timing and expertise.

The Importance of Multidisciplinary Collaboration

Timing matters. Bringing in the right expertise at the right time is critical for any family office. A well-rounded team of advisors can ensure that a family’s needs—whether related to wealth, legal matters, or family dynamics—are met efficiently and effectively. When a Family Office relies solely on financial experts, it risks overlooking other vital family legacy elements. A multidisciplinary team mitigates this risk by ensuring that all aspects of the family's life and legacy are considered in decision-making processes. Quarterly meetings work well. An annual cadence of ownership meetings is a minimal requirement.

Expertise also matters. Advisors from different disciplines often approach problems from unique perspectives. After years of formal schooling, credentialing, and serving similar clients, those perspectives are reinforced and bias every advisor. Think of any trigger event, like the sale of an asset or the death of an Elder. Financial advisors are adept at identifying the right moments—like liquidity, birthdays, or significant life milestones—to reassess strategies. Legal and insurance advisors ensure that these strategies are sound from an asset protection or risk management perspective. Family psychologists or governance consultants may facilitate conversations around succession planning, interpersonal relationships, and decision-making structures. Nothing is more crucial.

Embracing Complexity

Let’s assume that family offices will play an increasingly important role in managing wealth and the complex needs of families. The sheer scale of assets expected to be transferred between generations in the next decade—estimated to be over $80 trillion USD—makes succession planning and Next Generation leadership development essential priorities for Family Offices. That’s why our team partners with Family Offices. People need our 360-degree assessment process to confirm who has leadership capacity and what behaviors to develop. People need our Peer Groups to improve communication, reduce conflict, and reduce anxiety about succession.

The Role of Technology

Technology will also play a more significant role. Advanced tools, from AI-driven assessments to virtual platforms for family collaboration, are already being used to enhance family governance and communication. Can you imagine a hologram with your 100-year-old Elder or Founder in a discussion? Can you imagine five generations of family in a meeting, rather than two to three generations, as a result of enhanced lifespans? Those technologies will never replace the need for human expertise. Curiosity and humility can never be replaced by AI, and those are two competencies worth developing in most family systems.

Preparing for the Future

To navigate this evolving landscape, Family Office leaders must ensure that their teams can handle both financial and family capital needs. Multidisciplinary teams are not just a trend—they are becoming necessary for Family Offices looking to sustain their success across generations. External advisors provide scaled solutions and reduce costs.

For advisors who serve Family Offices, now is the time to evaluate whether your advisory team is comprehensive enough to address the full range of family needs. Are you prepared to guide your clients through complex psychological and social transitions? If not, consider expanding your advisory network to include experts who can help you address the evolving challenges facing family offices today. We can help.

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Website: https://www.nextgenpeergroups.com