Family businesses often carry a strong sense of identity, tradition, and legacy that is passed down through generations. This legacy is more than just a business—it is a reflection of family values, history, and hard-earned success. However, as family businesses evolve and new generations step in, a balance must be maintained between preserving the family business legacy and allowing individual family members the freedom to pursue their own ambitions. Balancing the preservation of a family business legacy with encouraging individual ambitions is key to fostering both business success and personal fulfilment across generations. Managing this balance is crucial for ensuring the continued success of the business while fostering personal fulfilment for each family member. Families can achieve both goals without compromising the essence of the business or the aspirations of the individual. Understanding The Value Of Legacy The legacy of a family business represents stability, tradition, and continuity. It is often what sets family-owned companies apart from other businesses, providing them with a strong foundation of trust and loyalty from customers, employees, and partners. Legacy often includes a commitment to long-standing relationships, shared values, and a sense of responsibility to the community or industry the business serves. For many, the idea of continuing the family business is not only a source of pride but also an obligation. Older generations may feel a deep sense of duty to pass the business down to their children, hoping to see it thrive under the family name for many more years to come. Managing Individual Ambitions At the same time, individual family members may have their own career aspirations, interests, and goals that don’t always align with the expectations placed upon them within the family business. Whether it’s pursuing a career in a different industry, starting a new venture, or adopting modern business practices that differ from traditional approaches, these ambitions are a natural part of personal growth and development. Tensions can arise when family members feel confined by the legacy or when they believe that their personal goals conflict with the needs of the business. This is why it’s essential to create an environment where both the business legacy and individual aspirations are respected and encouraged. Strategies For Balancing Legacy And Ambition Open communication and transparency : The foundation for balancing family legacy and individual ambitions lies in clear, open communication. Families should have regular, honest discussions about the direction of the business and each member’s aspirations. This ensures that everyone’s goals are heard and understood. It’s essential to create a space where family members feel comfortable expressing their individual desires, without fear of judgment or disappointment. By maintaining transparency around future plans—whether it’s succession planning, business expansion, or exit strategies—family members can work together to align their personal goals with the broader vision of the business. Flexible roles and opportunities : One way to honour individual ambitions within the family business is by offering flexible roles that cater to each person’s strengths and interests. Instead of a one-size-fits-all approach, family members can be given opportunities to contribute in ways that align with their personal passions. For example, a family member with a passion for technology might spearhead the company’s digital transformation efforts, while another with an interest in marketing could lead the business’s branding and communication strategies. Allowing each person to find their niche not only helps them feel fulfilled but also brings fresh perspectives and skills to the company. Encouraging entrepreneurship within the family business : Many family businesses are built on entrepreneurial spirit, and this same spirit can be fostered within the existing business structure. Encourage family members to pursue new ideas, innovations, or even start their own ventures under the umbrella of the family business. By supporting intrapreneurship—creating new business units or launching new product lines—family members can satisfy their desire for independence while contributing to the growth of the family business. This approach not only keeps the business dynamic but also nurtures the individual ambitions of the next generation. Succession planning with flexibility : Succession planning is a critical component of preserving a family business legacy, but it should not be rigid. As new generations take the helm, there may be different visions for the business’s future. It’s important to allow flexibility in succession planning to accommodate varying leadership styles and goals. Involving multiple family members in leadership roles or developing a phased leadership transition can ensure that the business maintains its core values while benefiting from fresh energy and ideas. This also gives family members the opportunity to step into leadership positions when they are ready, on their own terms. Honouring the option to opt-out : Sometimes, individual ambitions may lie completely outside the family business, and that’s okay. Forcing a family member to join or stay in the business when their heart isn’t in it can be damaging to both the individual and the business. Allowing family members the option to pursue careers elsewhere while maintaining a positive relationship with the family business is a healthy approach. This doesn’t mean they need to sever ties with the business altogether. They may continue as shareholders, advisors, or ambassadors for the brand without being involved in day-to-day operations. By respecting this decision, families can preserve relationships while allowing members to follow their passions. A legacy that evolves : Ultimately, the key to preserving a family business legacy while encouraging individual ambitions lies in flexibility and mutual respect. The legacy of a family business is not static—it can evolve with each generation. By embracing the diverse talents and ambitions of family members, businesses can remain resilient, innovative, and forward-thinking, ensuring that the legacy continues to grow and thrive in new ways. Families that successfully manage this balance not only safeguard their business’s future but also create a space where each member feels valued, empowered, and free to pursue their individual goals.

Family businesses are the backbone of many economies, prized for their long-term outlook, deep-rooted values and strong personal commitment. Yet it is precisely these strengths that can also expose them to risk. When ownership, management and family relationships overlap, threats to the business can quickly become threats to family harmony and legacy. Robust risk management procedures are therefore not a bureaucratic exercise, but a vital discipline that helps family enterprises survive, grow and pass successfully from one generation to the next. Understanding Risk In A Family Context All businesses face risk: financial volatility, operational failures, cyber threats, regulatory change and reputational damage, to name a few. Family businesses, however, encounter additional layers of complexity. Decision-making is often informal, based on trust and tradition rather than documented processes. Roles may be unclear, especially where family members hold positions due to lineage rather than competence. Succession, illness or conflict within the family can destabilise the firm far more quickly than in a non-family organisation. Risk management in this context must therefore look beyond balance sheets and insurance policies. It must take account of human, emotional and governance-related risks that are unique to family ownership. Protecting The Family’s Wealth And Legacy For many families, the business represents not only a source of income but the bulk of their personal wealth. A single unmanaged risk — a major lawsuit, fraud, tax misstep or compliance failure — can wipe out decades of effort. Effective risk management procedures help identify where the business is most exposed and put controls in place before problems arise. This includes clear financial controls, separation of personal and business finances, proper tax planning and regular independent audits. While these measures may feel overly formal to a close-knit family, they are essential safeguards that protect both the company and the family’s long-term financial security. Supporting Better Decision-Making Family businesses often pride themselves on speed and intuition in decision-making. While this can be an advantage, it can also lead to blind spots. Risk management introduces structure without removing entrepreneurial spirit. By systematically assessing potential downsides alongside opportunities, families are better equipped to make balanced decisions. For example, expanding into a new market may feel like a natural next step, but a risk assessment forces the business to consider regulatory differences, currency exposure, supply chain resilience and management capacity. The result is not hesitation, but informed confidence. Reducing Dependency On Individuals Many family firms rely heavily on a founder or a small number of key individuals who hold critical knowledge and relationships. This concentration of risk is dangerous. Illness, retirement or sudden death can leave the business vulnerable. Risk management procedures encourage succession planning, documentation of processes and cross-training of staff. By identifying “key person” risks early, families can ensure continuity and reduce disruption. This is particularly important when preparing for generational transition, one of the most significant risk points in any family business. Preserving Family Relationships Conflict is one of the most underestimated risks in family enterprises. Disagreements over strategy, dividends, roles or succession can escalate quickly when personal history and emotion are involved. Poorly managed conflict can damage both the business and family relationships irreparably. Formal risk management includes governance structures such as family constitutions, shareholder agreements and clear dispute resolution mechanisms. These tools provide a framework for addressing sensitive issues objectively, reducing the likelihood that disagreements turn into crises. Strengthening Resilience In Times Of Crisis Economic downturns, pandemics, supply chain disruptions and geopolitical events have highlighted the importance of resilience. Family businesses with established risk management procedures tend to respond more effectively in times of crisis. Scenario planning, cash flow stress-testing and contingency plans enable quicker, calmer responses when the unexpected happens. Moreover, a culture that openly discusses risk fosters adaptability. Employees and family members alike are more likely to flag emerging issues early, rather than hoping problems will resolve themselves. Building Credibility With External Stakeholders Banks, investors, suppliers and regulators increasingly expect businesses to demonstrate sound risk management. For family businesses seeking external finance or professional partnerships, well-documented risk procedures enhance credibility and trust. This does not mean abandoning family values or control. On the contrary, professional risk management signals that the family is serious about stewardship and long-term sustainability. Considerations For The Board Below is a structured list of board-level questions designed to help a family business identify, understand and actively manage risk. These questions are intended to prompt informed discussion rather than serve as a checklist, and should be revisited regularly as the business and family evolve. 1. Governance and Oversight Do we have a clear and shared understanding of the board’s role in risk oversight? Are risk responsibilities clearly defined between the board, management and the family? Do we regularly review a formal risk register, and is it kept up to date? Is there sufficient independent or non-family input at board level to challenge assumptions? Are key decisions documented, or are they overly reliant on informal agreements? 2. Strategic and Market Risk What are the biggest strategic risks to our long-term objectives? How dependent is the business on a single market, customer, supplier or geography? Have we assessed the risks of our growth plans, acquisitions or diversification strategies? How do we test assumptions underlying major strategic decisions? Are we prepared to adapt if our core business model becomes less viable? 3. Financial Risk How resilient is our cash flow under different stress scenarios? Do we have clear separation between family and business finances? Are dividend policies aligned with the business’s capital and risk needs? How exposed are we to interest rate, currency or inflationary risks? Are financial controls and reporting sufficiently robust and independent? 4. Operational and Systems Risk What are our most critical operational processes, and where could failure cause serious harm? How reliant are we on a small number of key individuals? Are our IT systems, data protection and cyber security measures adequate? Do we have effective business continuity and disaster recovery plans? Are health, safety and regulatory obligations consistently monitored and enforced? 5. People and Talent Risk Are key roles filled based on capability and performance rather than family status? Do we have succession plans for senior management and board positions? How are underperformance and difficult conversations handled within the family? Are non-family executives supported, empowered and retained effectively? Are next-generation family members being developed with appropriate rigour? 6. Family and Relationship Risk Where are the main sources of tension or unresolved issues within the family? Do we have agreed processes for managing conflict before it escalates? Are ownership, employment and governance rights clearly defined and understood? Is there alignment between active and non-active family shareholders? Do we regularly review whether family expectations still match business realities? 7. Succession and Continuity Risk Is there a clear, realistic succession plan for leadership and ownership? What would happen if a key family leader became unexpectedly unavailable? Are transition timelines defined and communicated? How prepared is the next generation to take on responsibility? Are legacy and emotional considerations preventing necessary change? 8. Legal, Regulatory & Reputational Risk Are we fully compliant with relevant laws, regulations and industry standards? How do we monitor changes in regulation that could affect the business? Do we have clear policies on ethics, conduct and related-party transactions? How vulnerable is our reputation to social media, public scrutiny or family disputes? Are crisis communication plans in place and tested? 9. Risk Culture & Communication Is risk openly discussed, or avoided due to family dynamics? Do employees feel safe raising concerns or flagging potential problems? Are lessons learned from past failures documented and shared? Does the family encourage constructive challenge and dissent? Is risk management seen as enabling growth rather than restricting it? 10. Review & Future Preparedness How often do we formally review our risk framework and assumptions? Are emerging risks (technological, environmental, geopolitical) actively monitored? Do we benchmark our risk practices against similar businesses? Are we investing enough in resilience and long-term sustainability? What risks are we least comfortable talking about — and why? Used well, these questions help a family business board move from reactive problem-solving to proactive stewardship, strengthening both the enterprise and the family that owns it. A Living Process, Not A One-Off Exercise Crucially, risk management is not a static document produced once and forgotten. As the business grows, diversifies or hands over to a new generation, its risk profile changes. Procedures must be reviewed regularly and embedded into everyday operations. For family businesses, this also means involving the next generation early. Educating future leaders about risk fosters responsible ownership and prepares them to navigate an increasingly complex business environment. In a family business, risk is never purely commercial. It affects livelihoods, relationships and legacy. Effective risk management procedures provide clarity where emotions can cloud judgement, resilience where uncertainty threatens stability, and structure where informality can become a liability. Far from undermining the entrepreneurial spirit of a family enterprise, risk management protects what matters most: the business, the family behind it, and the generations yet to come.

In the world of family enterprise, few words carry as much emotional and strategic weight as legacy. It is invoked in boardrooms and at kitchen tables alike—used to justify decisions, inspire successors, and sometimes to resist change. Yet as family businesses navigate an increasingly complex and fast-moving commercial landscape, an important question emerges: is legacy an essential pillar of long-term success, or can it become an obstacle that holds the business back? Defining Legacy In A Modern Context Legacy in family business is often understood as the accumulation of values, reputation, relationships, and history passed from one generation to the next. It is the story of how the business came to be, what it stands for, and why it matters beyond profit. Traditionally, this legacy has been a source of stability. Customers trust a name that has endured. Employees feel loyalty to an organisation with deep roots. Communities often view family businesses as custodians of local identity and continuity. However, in today’s environment—defined by rapid technological change, global competition, and shifting societal expectations—legacy is no longer a static asset. It must either evolve or risk becoming irrelevant. The Case For Legacy As A Strategic Asset At its best, legacy is far more than sentimentality; it is a powerful strategic advantage. Trust and Reputation Family businesses often benefit from a level of trust that corporations spend years trying to build. A well-regarded family name can open doors, retain customers, and weather periods of uncertainty. Legacy, in this sense, becomes a form of reputational capital. Long-Term Thinking Unlike publicly listed companies driven by quarterly results, family firms frequently take a generational view. Legacy reinforces this perspective. Decisions are not simply about immediate gain, but about stewardship—preserving and enhancing the business for those who follow. Values-Driven Leadership Legacy often embeds a strong sense of purpose. Founders’ values—integrity, resilience, craftsmanship—can shape the culture of the business for decades. For many next-generation leaders, this provides a moral compass in an increasingly complex business environment. Differentiation in a Crowded Market In sectors where products and services can be easily replicated, story matters. Legacy provides authenticity. It offers customers a narrative they can connect with, which is particularly valuable in industries such as hospitality, retail, and manufacturing. When Legacy Becomes A Constraint Despite its strengths, legacy is not without risk. When treated as untouchable, it can quietly shift from asset to liability. Resistance to Change One of the most common pitfalls is an over-reliance on “how things have always been done”. Legacy can be used—consciously or not—as a shield against innovation. This is particularly dangerous in industries undergoing rapid transformation, where agility is essential. The Burden of Expectation For the next generation, legacy can feel less like an inheritance and more like a script already written. The pressure to live up to previous leaders, especially founders, can limit creativity and discourage necessary risk-taking. Emotional Decision-Making Family businesses are inherently personal. Legacy can intensify this, making it difficult to separate emotional attachment from commercial reality. Decisions about products, people, or strategy may be influenced more by history than by present-day needs. Exclusion of New Perspectives An excessive focus on legacy can create an inward-looking culture. External ideas, diverse talent, and fresh thinking may be undervalued if they are perceived as misaligned with “the way we do things”. The Generational Divide Attitudes towards legacy often differ sharply between generations. For founders and second-generation leaders, legacy is frequently something they have built or witnessed being built. It is tangible, hard-earned, and deeply personal. For younger successors, however, legacy can feel more abstract—and at times constraining. Many are keen to put their own stamp on the business, to modernise operations, and to align the company with contemporary values such as sustainability, diversity, and digital innovation. This divergence is not inherently problematic. In fact, it can be productive—provided it is acknowledged and managed. The tension between preservation and reinvention is often where the most meaningful progress occurs. Reframing Legacy: From Preservation To Evolution The most successful family businesses tend to adopt a dynamic view of legacy. Rather than treating it as something to be protected at all costs, they see it as something to be interpreted and evolved. This involves a subtle but important shift: From tradition as a rulebook to tradition as a guide From honouring the past to learning from it From preserving identity to redefining it for a new era In practical terms, this might mean modernising a product line while retaining core craftsmanship, embracing digital transformation without losing personal customer relationships, or expanding into new markets while maintaining the family’s founding values. Striking The Balance So, is legacy an important factor or an unnecessary distraction? The answer lies not in the concept itself, but in how it is used. Legacy becomes a strength when it: Anchors the business in clear values Supports long-term, responsible decision-making Enhances trust and authenticity It becomes a distraction when it: Prevents adaptation and innovation Imposes rigid expectations on future leaders Prioritises sentiment over strategy The distinction is rarely obvious in the moment. It requires ongoing reflection, open dialogue within the family, and a willingness to challenge assumptions. A Living Inheritance Legacy in family business is neither inherently beneficial nor inherently burdensome. It is, instead, a living inheritance—one that must be actively managed. For the next generation, the task is not simply to protect what has been handed down, nor to discard it in pursuit of change. It is to understand it: to recognise which elements are foundational and which are flexible. Handled thoughtfully, legacy can provide continuity, meaning, and competitive advantage. Handled poorly, it can constrain growth and stifle potential. The real challenge—and opportunity—lies in ensuring that legacy is not a weight that anchors the business to the past, but a foundation that supports its future.

How leadership alignment turns values into lived culture — and a genuine competitive advantage. Family businesses often have a powerful advantage when it comes to values and culture. Many have spent decades building a reputation grounded in trust, integrity and long-term relationships — qualities that customers and employees increasingly seek. Yet one of the biggest misconceptions I still encounter is the belief that values alone are enough to sustain a strong culture. In reality, culture is never static. It evolves constantly, shaped not just by heritage but by how leadership shows up every day. Over the years, working with family firms across a range of sectors, I’ve seen that strong values alone do not guarantee a healthy culture. What truly embeds those values is leadership alignment — how consistently leaders interpret, embody and communicate what the business stands for. When leadership teams are aligned, culture feels cohesive and purposeful. When alignment drifts, even long-established values can begin to feel diluted or inconsistently lived. This is particularly important in family businesses where growth, generational change or external pressures can shift the dynamics of leadership. As organisations expand or diversify, new leaders bring fresh perspectives, which can be a strength — but without clarity and shared understanding, different interpretations of values can unintentionally create confusion. Employees begin to question what the organisation truly prioritises, and culture can feel less stable than it once did. Leadership behaviour has a powerful ripple effect. Culture is not driven by policy alone; it reflects the emotional tone leaders set through their decisions, conversations and everyday interactions. When leaders feel grounded, self-aware and aligned with both the organisation’s values and their own leadership identity, they create an environment where trust and openness can flourish. That alignment strengthens engagement internally and reinforces credibility externally — turning culture into a genuine competitive advantage. For family businesses looking to strengthen their values-led culture, there are a few practical considerations: Ensure leadership teams share a common interpretation of values . Regular dialogue helps avoid mixed messages and strengthens consistency. Translate values into behaviours . Move beyond statements on a wall by defining what values look like in decision-making, communication and accountability. Create space for honest challenge . Healthy cultures encourage leaders and teams to speak up, ensuring values remain relevant and lived. Invest in leadership development that builds awareness as well as capability . Strategy and systems matter, but self-aware leadership is what sustains culture over time. What has increasingly shaped the focus of my own work is recognising that sustainable culture change always leads back to leadership. Values provide direction, but it is aligned leadership that turns them into lived experience — for employees, customers and the wider community. For family businesses, this is where culture becomes more than a legacy. It becomes a dynamic source of strength, guiding growth while preserving the authenticity that sets them apart.

There is a particular weight that comes with inheriting more than a name. For the next generation of family business owners, succession is rarely just a career move—it is a deeply personal crossroads, where legacy, expectation, and identity collide. To some, it is an honour steeped in tradition; to others, an obligation difficult to escape. So, is stepping into the family enterprise a privilege, a burden, or something more nuanced? The Legacy Factor Family businesses are, at their heart, stories—often decades in the making. They are built on risk, resilience, and a sense of purpose that transcends profit. For many successors, this legacy is a source of pride. Taking the reins can feel like safeguarding a piece of family history, ensuring that years of hard work are not only preserved but evolved. There is also a unique advantage: familiarity. Those who grow up around a business often absorb its rhythms intuitively. They understand the culture, the customers, and the quirks that outsiders might take years to grasp. This embedded knowledge can offer a powerful head start. Yet legacy can also be a heavy inheritance. The pressure to honour previous generations—particularly charismatic founders—can be stifling. Every decision risks comparison, every innovation weighed against tradition. The question becomes not just “What is best for the business?” but “What would they have done?” Choice or Expectation? One of the defining tensions for the next generation is the question of choice. Did they actively choose this path, or was it quietly laid out for them from the start? In some families, succession is assumed rather than discussed. Children grow up with the implicit understanding that they will one day take over. While this can provide clarity, it can also limit exploration. Talents and ambitions outside the business may be sidelined, leading to a sense of sacrifice. Conversely, those who choose to enter the family firm often bring fresh energy and perspective. Having experienced life beyond the business—through education, travel, or external careers—they can introduce new ideas and challenge outdated practices. Their decision carries a sense of ownership that can be both empowering and transformative. The Emotional Ledger Unlike corporate roles, family businesses blur the line between professional and personal life. Successes are shared at the dinner table; disagreements can linger long after the working day ends. For the next generation, this can create a complex emotional landscape. Constructive criticism may feel personal. Leadership decisions can strain relationships with parents, siblings, or extended family members. Navigating these dynamics requires not only business acumen but emotional intelligence and resilience. However, the same closeness can be a strength. Trust, often elusive in large organisations, is deeply rooted in family enterprises. When aligned, families can move with remarkable unity and long-term vision, unencumbered by the short-term pressures that dominate many public companies. Reinvention vs Preservation Every successor faces a fundamental dilemma: how much to change, and how much to preserve. The modern business environment demands adaptability—digital transformation, sustainability, shifting consumer expectations. The next generation is often better equipped to lead these changes. Yet too much disruption can alienate loyal customers or unsettle long-standing employees. Striking the right balance is both an art and a test of leadership. The most successful transitions tend to respect the past while embracing the future, recognising that legacy is not about standing still, but about evolving with purpose. Redefining Success Perhaps the most significant shift among younger successors is a broader definition of success. While previous generations may have prioritised growth and financial stability, many today are equally concerned with values—ethical practices, community impact, and work-life balance. This can lead to meaningful reinvention. Family businesses, often less constrained by external shareholders, are uniquely positioned to take a longer view. They can prioritise sustainability, invest in their people, and build brands that resonate on a deeper level. Burden Or Privilege? The truth is that inheriting a family business is rarely one or the other. It is both—a privilege intertwined with responsibility, opportunity tempered by expectation. For those who embrace it willingly, it can be one of the most rewarding paths imaginable: a chance to build on a foundation of trust, to shape something enduring, and to contribute to a story larger than oneself. For those who feel compelled, however, it can become a burden that limits personal fulfilment and stifles innovation. The difference often lies in openness—within families, to have honest conversations about succession; within individuals, to acknowledge their own ambitions and boundaries. Looking Ahead As generational transitions become more frequent in the coming years, the conversation around family businesses is evolving. The next generation is not simply inheriting companies; they are redefining what those companies stand for. Whether burden or privilege, the role demands courage: to honour the past without being confined by it, and to lead with both head and heart. In doing so, they may discover that the true inheritance is not the business itself, but the opportunity to shape its future.

The Pantry marked a hugely significant milestone on Monday 6th April, celebrating 20 years since it first opened its doors as a small sandwich shop perched on Hayes High Street in Hillingdon, Middlesex. Now one of the UK’s largest independently owned contract caterers, The Pantry’s journey began in somewhat humbler surroundings, as a 21-year-old Luke Consiglio moved into the shop with big ambitions and a determination to build a business to be proud of. The Pantry quickly built a reputation for its delicious, freshly made sandwiches with queues stretched out the door and down the high street, attesting to the quality and care behind every order. Within just six months, the business had expanded beyond the shop, catering for local companies and events. What started as a humble high street venture was steadily evolving into something much bigger. In 2007, The Pantry was approached by its first school to provide lunches on a small scale – an opportunity that would shape the company’s future. By 2014, it had secured its first official school contract, and its reputation for delivering hot, nutritious meals began to grow. Now, 20 years on, The Pantry provides catering to hundreds of schools, producing meals across the length and breadth of the country, and employs over 700 people – still including Luke’s mum and other family members. In an industry dominated by large corporate structures, The Pantry remains fiercely independent, with Luke sitting proudly as the sole company owner and CEO. He continues to champion the spirit of a true family business at its core. ‘At the time, I had high hopes for what The Pantry could become, but to have grown to the size we are today, and to still be a business I am genuinely proud of, is far beyond anything I could ever have imagined,’ Luke said. ‘To everyone who has been part of the journey – thank you. You’ve helped shape what The Pantry is today.’ As The Pantry celebrates this remarkable milestone, the future appears just as exciting as the beginning, with the business set for many more decades of growth, development, and achievement.

Family owned and run Mediterranean food specialist, Dina Foods, has secured a Parnationwide listing with Ocado Retail, further expanding the reach of its authentic bakery and confectionery products. From April 13th, Ocado.com will carry a selection of Dina Foods’ best-selling artisan flatbreads and premium handcrafted Baklawa, available to customers across England and Wales. The Ocado Retail deal further accelerates Dina Foods’ expansion, adding to its strong presence across major UK supermarkets, food service and wholesale customers. Wilda Haddad, Project Director at Dina Foods said: "We are delighted to be working with Ocado Retail, which is based at Gorst Road in Park Royal, North West London. Demand continues to grow for our authentic Mediterranean foods, whether that’s our artisanal flatbreads, our savouries or our handcrafted Baklawa and confectionery ranges. Our partnership with Ocado Retail will enable us to bring our products to new customers across the country.” The Ocado.com range will include White, Wholemeal, and Large White variants of Dina Foods’ signature Paninette® range. Paninette® is a two-layer flatbread, which Dina Foods stone-bakes using a bespoke milled flour mix. Ocado.com has also listed Dina Foods’ Tasty Goodness Sourdough Toasty Pittas. These pittas are baked with a 50/50 wholemeal-white blend, following a natural fermentation process, which supports the growing consumer demand for foods with gut health and functional benefits. The Ocado.com product range includes Dina Foods’ Handmade Classic Baklawa in 200g selection packs. These are made using traditional recipes handed down through the generations, with premium ingredients such as crushed nuts, filo pastry and sugar syrup. The Ocado Retail announcement comes as Dina Foods prepares to meet customers current and new as it returns to the Food & Drink Expo (NEC Birmingham, 13th-15th April) this year. Dina Foods will showcase its full range of flatbreads, savouries, and confectionery at the show Stand W91, Hall 20, and discuss retail, wholesale and foodservice opportunities with visitors. For more on Dina Foods visit here . Photo captions: The Dina Foods team showcasing the product range now available on Ocado.com Dina Foods selection of flatbreads and Baklawa now on Ocado.com The Haddad brothers with the product range available on Ocado.com

Family business comes with unique dynamics, especially when it comes to the parent-child relationship. When it’s time for the older generation to hand over the business to the next generation, the transition can be filled with both excitement and tension. Effective leadership transition is essential to sustain growth, protect family bonds, and secure the future of the company. Managing the shift in roles and responsibilities can be complex, as family dynamics and emotions often come in to play. Prepare Early And Set Clear Goals Planning early for leadership transition is crucial to avoid misunderstandings and prepare both generations for the change. It’s not unusual for senior leaders, particularly founders, to struggle with the idea of stepping down. By setting clear, long-term goals for the business and agreeing on a timeline, each generation can establish a shared understanding of the future. This clarity not only provides a roadmap for the transition but also reduces the likelihood of last-minute conflicts. It’s important to have identified and communicated the values and vision that have guided the business. These aspects can become guiding principles for the next generation, ensuring continuity even as leadership changes hands. This step requires open, honest discussions, where parents share their expectations and invite their children to share their vision for the business’s future. You may find it helpful to involve a family business advisor to facilitate these discussions. Having an objective third party can help balance emotions and keep the focus on long-term goals. Build A Strong Foundation Of Trust And Communication Trust is the cornerstone of any successful family business transition. The younger generation often seek autonomy and the opportunity to make their own mark, while parents may find it difficult to relinquish control, especially if they’ve built the business from the ground up. Creating an environment of trust and regular communication helps bridge this gap. Clear communication enables each party to feel valued and respected, encouraging both generations to work toward a common goal rather than fall into power struggles. Having regular family meetings can be an effective way to maintain open channels of communication. These meetings provide an opportunity to discuss progress, challenges, and updates on the succession plan, ensuring that everyone remains aligned. They can also serve as a forum for sharing insights, experiences, and advice, allowing parents to guide their next generation without micromanaging. Develop a structured format for these meetings and set aside time to address both personal and business-related issues. This approach ensures that family dynamics don’t spill over into business matters and vice versa. Create Clear Role Definitions And Boundaries In family business, roles can often be blurred, leading to potential conflicts. One of the biggest challenges in a parent-child leadership transition is redefining roles and responsibilities in a way that respects both generations’ contributions. Parents, for example, may wish to retain a role in the business even after stepping down as the head of the business, while the younger generation may be eager to take the reins. Defining roles clearly allows both generations to understand their responsibilities and contributions to the business. For example, a parent may shift to an advisory or mentorship role, while the younger generation assumes the CEO or other leadership positions. This structure not only smooths the transition but also respects the experience and expertise of the older generation, allowing the new leader to step into a position of authority and decision-making. Document roles and responsibilities in a formal succession plan, and communicate these changes across the family business. Clarity in roles will prevent misunderstandings and ensure employees know who to turn to for leadership. Encourage Ongoing Learning And Professional Development The younger generation may bring fresh ideas, but they also need to develop skills and knowledge to lead the business effectively. Encouraging ongoing learning, through professional development programs, mentorship, or even external coaching, can prepare these family members to handle the responsibilities of leadership. Parents can guide this process by identifying skills gaps and offering resources for their children to grow. Many family businesses find that a mix of formal education and hands-on experience provides the best preparation for future leaders. While on-the-job experience allows the younger generation to understand the ins and outs of the business, formal training in management, finance, and industry trends provides them with the technical knowledge needed to lead. Consider rotating leadership roles among the younger generation to give them exposure to various aspects of the business. This rotation can help develop a well-rounded understanding of the business, ultimately making them more capable leaders. Balance Tradition With Innovation In family business, the older generation often emphasise tradition and long-standing values, while the younger generation may be eager to bring in new ideas and approaches. A successful leadership transition requires balancing these two perspectives to retain the business’s unique identity while allowing it to grow and evolve. Encourage open-minded discussions about innovation and change, where each generation can voice their views. For example, parents can share insights into why certain traditions have been valuable, while the younger generation can present ideas for adapting to current market trends. By finding common ground, families can work together to ensure that the business remains competitive without losing its core values. You may find it valuable to revisit the company’s mission statement and core values during the transition process. This can help the family stay grounded in what matters most and provides a shared vision for managing change. Make Room For Personal Growth And Balance Leadership transitions can be demanding, both emotionally and mentally. The older generation may experience a sense of loss as they step back, while the younger generation may feel pressure to live up to expectations. Recognising and understanding these personal challenges and supporting each other is essential for maintaining family harmony. Both generations should give each other the space to grow individually and as business partners, respecting the fact that everyone is adjusting to new roles. Encourage family members to pursue their interests and maintain a work-life balance. Healthy boundaries between work and personal time can prevent the business from consuming every family interaction and help each person find fulfilment beyond their roles in the business.

Productivity has long been a defining strength of successful family businesses, many of which have thrived for generations by working smarter, not harder. Yet in today’s environment of rising costs, labour shortages, technological change and increasing competition, improving productivity has become both more complex and more critical. For family firms, the challenge is not simply about extracting more output from people or processes, but about creating the conditions in which individuals, teams and the business itself can perform at their best over the long term. Roles & Responsibilities One of the most effective ways family businesses can boost productivity is by clarifying roles, responsibilities and decision-making authority. In many family firms, informal structures evolve naturally, particularly in earlier generations. While this can encourage flexibility, it often leads to duplication of effort, blurred accountability and decisions being delayed or revisited. Productivity suffers when people are unclear about who is responsible for what. Establishing clear job descriptions, agreed reporting lines and defined decision rights helps reduce friction, speeds up execution and allows family members and non-family employees alike to focus on delivering results rather than navigating internal complexity. Alongside clarity of roles, strong governance plays a critical role in improving productivity. Well-run boards, advisory councils and management forums provide a structured space for strategic thinking, allowing operational teams to get on with the day-to-day running of the business. When strategic debates are confined to the boardroom rather than spilling into daily operations, businesses are able to act more decisively. Governance also helps separate family issues from business decisions, reducing emotional interference that can slow progress and undermine performance. People Matter Investment in people remains one of the most powerful productivity levers available to family firms. Businesses that prioritise training and development consistently outperform those that do not. This applies equally to family members and non-family employees. Providing opportunities to upskill, whether through formal qualifications, mentoring or on-the-job learning, builds capability and confidence across the organisation. Productivity improves when people feel competent, valued and trusted to make decisions. For family businesses in particular, developing the next generation early helps avoid bottlenecks later and ensures leadership capacity keeps pace with growth. Opportunities With Technology Technology adoption is another practical and increasingly unavoidable route to improved productivity. Many family firms are cautious adopters, preferring proven systems over cutting-edge solutions. While this prudence has its merits, under-investment in digital tools can hold businesses back. Cloud-based accounting systems, customer relationship management platforms, workflow automation and, increasingly, artificial intelligence can dramatically reduce administrative burdens and free up time for higher-value work. Productivity gains are often realised not through large-scale transformation, but by removing small, persistent inefficiencies that drain time and energy. Process improvement is closely linked to effective use of technology. Family businesses that take the time to map how work actually gets done are often surprised by the complexity and duplication that has crept in over time. Reviewing processes with a fresh perspective allows firms to simplify workflows, eliminate unnecessary steps and standardise best practice. Importantly, involving employees in this process not only improves outcomes but also strengthens engagement, as people are more committed to changes they have helped to shape. The Role Of Culture Culture is a less tangible but equally important driver of productivity. Family firms often benefit from strong values, loyalty and long-term commitment, all of which can enhance performance. However, productivity can be undermined if loyalty turns into tolerance of underperformance. High-performing family businesses strike a careful balance between being supportive and setting clear expectations. Regular performance reviews, objective targets and honest feedback create a culture where improvement is continuous rather than confrontational. The Need For Clarity In Communication Communication also has a direct impact on productivity. In many family businesses, information is shared informally or selectively, leading to misunderstandings and inefficiencies. Establishing consistent communication channels, regular team meetings and clear reporting helps ensure everyone is aligned. Transparency around priorities and performance enables teams to focus their efforts where they will have the greatest impact, reducing wasted time and rework. Getting Appropriate Work-Life Balance Work-life balance, often overlooked in discussions about productivity, is particularly relevant in family firms where boundaries between home and work can be blurred. Fatigue, stress and burnout reduce effectiveness and increase the risk of errors. Businesses that encourage sustainable working practices, respect personal time and lead by example tend to benefit from higher energy levels, better decision-making and stronger retention. In the long run, productivity is as much about pace as it is about output. The Long-Term View Finally, family businesses that maintain a long-term perspective are often best placed to improve productivity sustainably. Short-term cost cutting may deliver immediate gains, but it can undermine morale, capability and resilience. By contrast, investing steadily in people, systems and culture builds a platform for consistent performance over time. Productivity in a family business is not a one-off initiative, but a continual process of refinement, learning and adaptation. In an increasingly demanding business environment, productivity will remain a key determinant of success. For family firms, the opportunity lies in combining their inherent strengths, trust, continuity and commitment, with professional structures, modern tools and a willingness to evolve. Those that do so will not only work more efficiently today, but also create businesses capable of thriving for generations to come.

A new survey of 500 senior decision-makers within UK businesses, commissioned by Studio Graphene, has found: Almost half (48%) know or suspect that employees in their organisation are using AI tools that have not been officially approved. 64% are concerned unregulated AI use could lead to data security or compliance risks. 34% of businesses do not have formal policies or guidelines governing AI usage, and 37% have not communicated to staff their expectations for how AI should be used. Two thirds of business leaders in the UK are worried about potential data security and compliance risks stemming from employees’ unregulated use of artificial intelligence (AI) tools, according to new research from Studio Graphene. The digital product studio commissioned Censuswide to survey 500 managers, directors and C-suite executives within UK businesses. It found that almost half (48%) know or suspect that employees in their organisation are using AI tools that have not been officially approved – this rises to 54% for larger companies (over 250 employees). Shadow AI refers to the use of unauthorised AI tools and services, and 48% of the leaders surveyed admitted that managers in their organisation have limited visibility of how staff use AI in their day-to-day work. Just under two thirds (64%) are concerned, however, that unregulated AI use could lead to data security or compliance risks. Despite these concerns, Studio Graphene’s research also revealed just how many UK businesses have not formally created and communicated AI policies or guidelines. More than a third (34%) of organisations said they do not have formal policies or guidelines governing AI usage, while even more (37%) have failed to communicate to staff their expectations for how AI should be used. Elsewhere, the study showed that while three fifths (59%) of UK business leaders are worried that an over-reliance on AI could lead to employees making mistakes, 61% admitted that frontline staff are more comfortable with using AI in their day-to-day work than the organisation's senior leadership team. Ritam Gandhi, director and founder of Studio Graphene, said: “Shadow AI isn’t the result of malice or even carelessness. It’s often the result of a disconnect between senior leadership and their teams – if the organisation is sanctioning or investing in AI tools that are not working well or delivering value, employees will turn to unsanctioned alternatives that will enable them to do their jobs better." “It all comes down to precise strategy and effective integration. Businesses need a clear picture of where AI can make a meaningful impact and then, crucially, they have to embed it effectively into workflows so the AI can inform decisions or improve processes." "Without that, AI projects are doomed to fail, meaning employees will continue to source their own AI tools – and that undoubtedly creates risks where data privacy, security and regulatory compliance are concerned.”

A sustainable global packaging firm has demonstrated its commitment to responsible sourcing by joining the 25th anniversary of woodland protection celebrations of PEFC UK. Nottingham headquartered The Wilkins Group joined a tree planting event at Chitterman Wood, a 28.56-hectare National Trust site at Stonywell in Ulverscroft, Leicestershire to mark the milestone. PEFC is the world’s largest forest certification system. In the UK, the not-for-profit organisation is dedicated to promoting sustainable forest management through independent third-party certification. It plays a key role in supporting the UK timber industry’s sustainability commitments by working with stakeholders across the supply chain and providing a framework for businesses, forest owners, and consumers to ensure responsible timber sourcing. Justin Wilkins, joint managing director of The Wilkins Group, said: “Being asked by PEFC to join them in celebrating 25 years of woodland protection was an honour. Our team planted a tree to represent our commitment to sustainability, growth and the future.” PEFC certificate holders have been invited to a series of tree planting events across the country to celebrate the 25th anniversary. The organisation has donated over 1,000 trees, one for each certificate holder, to support new woodland creation. The Wilkins Group is a champion for sustainable packaging options, sourcing the board for its packaging products though PEFC members. Justin said: “We are committed to championing sustainability locally, nationally and internationally, dedicating resources and time to innovation and driving sustainable product development forward.” The Wilkins Group produces food packaging for the likes of Pukka Pies, Pizza Express, Harrods, and Cadbury. It is also credited with producing bespoke items such as eco-friendly coat hangers and, alongside Jospak Oy, the Greentrae oven safe cardboard tray for the food sector. The MAP-sealable ready meal tray is designed to make recycling easier. For more information on The Wilkins Group, visit here . Top photo: The Wilkins Group team members planting trees at Chitterman Wood. Photo: Packaging printed by The Wilkins Group displaying the PEFC logo.

Succession planning in a family business can be challenging, particularly when family members hold divergent views on the future direction of the business. These differences can stem from varied perspectives on growth, values, or risk tolerance, which, if left unaddressed, can jeopardise business continuity and family harmony. Managing these differences requires understanding, clear communication, and a strategic approach. Family business members discussion their vision for the future of their business From my experience working with family businesses, there are some key strategies to guide family businesses through succession planning when family members have conflicting visions. Start The Process Early And Have Open Communication The first step in handling differing visions is to start the conversation early—ideally, well before any transitions become imminent. Early conversations provide time to explore various perspectives without the pressure of impending deadlines. They also allow for thoughtful planning that respects every family member’s viewpoints. During initial discussions, create a space where all family members feel comfortable expressing their thoughts and concerns. The goal here isn’t to resolve differences immediately but to understand where everyone is coming from. A structured approach, such as setting regular family meetings or creating a family council, can help maintain momentum and ensure that all voices are heard over time. Define Your Shared Values And Goals Aligning on shared values and long-term goals can help create a foundation that unites family members despite different visions. Values are the principles that define how the business operates and its purpose, while long-term goals reflect the overarching direction of the company. Are family members more focused on maintaining family heritage and community service, or do they prioritise rapid expansion and market dominance? A facilitated discussion to identify these core values and goals can help family members find common ground. Documenting these shared principles can help guide decision-making even when specific strategies vary. These documents, often called family charters, constitutions or mission statements, can provide a strong reference point to keep the family aligned. Engage In Collaborative Vision Discussions Once you’ve identified shared values, encourage family members to envision the future of the business together. A vision exercise, ideally led by a neutral facilitator, allows each person to share their ideas for the business’s future without judgment. Questions that can stimulate productive discussion include: What do you see as the primary purpose of our business? How do you envision the company five, ten, or twenty years from now? What role should the next generation play in shaping our future? Using visual tools like mind maps, flowcharts, or vision boards can help make abstract ideas more tangible. The goal here is to create a space for collaboration rather than competition, opening the door to new ideas that combine different perspectives. An experienced family business advisor can facilitate these discussions and capture the thoughts and views of each family member as an impartial guide. Evaluate Roles And Responsibilities Based On Strengths In family business, it’s common for roles to be assigned based on family relationships rather than skills. However, this can lead to conflict, especially if members feel their talents aren’t utilised effectively. Instead, consider assigning roles based on individual strengths and interests. For example, if one family member is passionate about growth and innovation, they may be best suited for a role that focuses on expansion strategies. On the other hand, a family member who prioritises stability and tradition could focus on operational roles that protect the business’s core values. Matching strengths to roles can help family members see how their individual visions and skills contribute to the company’s success, fostering a sense of purpose and alignment. Create A Structured Succession Plan With Milestones A structured succession plan with clear milestones and timelines can help reduce ambiguity and ease tensions. This plan should include specific benchmarks for each stage of the transition, including when leadership responsibilities will be transferred, what role each family member will play, and how any ownership changes will be handled. By creating a timeline, you reduce the likelihood of misunderstandings or disagreements about the future. To ensure the plan remains relevant, consider revisiting it periodically. Changes in the business environment, family circumstances, or personal preferences can impact the plan, so it’s important to adapt as necessary. A flexible succession plan can accommodate evolving visions while still providing direction and stability. Involve A Family Business Advisor Sometimes, an impartial third party is essential for resolving conflicts and bridging differences. An experienced family business advisor can bring an objective perspective to the conversation. These professionals can also help family members navigate sensitive topics, provide insights on best practices, and keep discussions focused on the business’s best interests. An external advisor may also help manage emotions that can cloud judgment, such as fears about legacy or personal feelings about other family members. Neutral parties bring a wealth of experience in dealing with similar family dynamics and can facilitate discussions that otherwise might stall or devolve into conflict. Use A Gradual Transition Approach Gradual transitions can be particularly helpful in managing differing visions, allowing the business to incorporate new ideas without disrupting its core operations. This approach might involve transitioning leadership roles over time or testing new business strategies on a smaller scale before fully committing. Gradual transitions allow family members to witness the impact of each other’s ideas in action and adjust as needed. For example, if one family member envisions modernising the business, consider implementing these changes within a single department or on a limited scale. This gradual approach can help demonstrate the benefits of new ideas and give more traditional family members time to adjust. Focus On Family Harmony As An Overarching Priority A successful succession plan is one that not only preserves the business but also maintains family unity. Differences of opinion are natural, and it’s important to remind family members that a diversity of perspectives can strengthen the business if managed well. Protecting family harmony and supporting each other’s visions can benefit everyone in the long run, even if individual ideas need to be compromised along the way. Consider creating guidelines for conflict resolution that all family members agree upon. These can include processes for handling disagreements, conducting fair decision-making, and respecting each other’s boundaries. By prioritising family harmony, you’re reinforcing that the family’s legacy is about more than the business itself—it’s also about the relationships that sustain it. Handling succession planning when family members have differing visions requires patience, transparency, and a commitment to shared values. Succession is a process, not a single event, and with thoughtful planning, family members can find ways to honour both the business’s heritage and its future potential, ensuring a legacy that respects the diverse perspectives of each generation.