Family Business Planning 2026: Moving from Drift to Deliberate Decisions
- Future Accounting
- Jan 8
- 4 min read
Updated: 3 days ago
Written by: Chris Mulcahy
How family business planning 2026 helps protect control, relationships and wealth
As we move into a new year, one theme is coming up consistently in our conversations with family businesses and private groups.
Not urgency. Not crisis.
Drift.
Family business planning 2026 is shaping up to be less about reacting to problems and more about addressing the quiet cost of inaction. Many families have delayed key decisions around ownership, succession and structure for sensible reasons at the time. Strong results, rising asset values and a relatively stable environment made waiting feel safe.
2026 feels different.
Not because everything is broken, but because the cost of drifting has increased. When decisions are deferred for too long, outcomes begin to form by default rather than by design.
Setting the scene for family business planning in 2026
Across family businesses and farming groups, we are seeing a growing gap between how businesses operate today and how they are structured on paper.
Common examples include:
ownership structures that no longer reflect who is contributing to the business
adult children stepping in or stepping away without clarity around control or equity
wills and succession plans that have not kept pace with asset growth
capital gains tax outcomes that have moved from theoretical to very real
These are not new issues. What has changed is the margin for error.
Higher asset values, more complex family dynamics and shorter planning timeframes mean indecision is no longer neutral. It actively shapes outcomes.
Why holding steady is riskier for family businesses in 2026
“Let’s give it another year” is one of the most expensive sentences in private business.
Delaying decisions often leads to:
missed succession and tax planning opportunities that rely on timing
CGT outcomes becoming locked in
decisions being forced by illness, burnout or an unexpected sale
family tension where expectations were never clearly aligned
Importantly, waiting does not preserve flexibility. In many cases, it quietly removes it.
This is why family business planning 2026 requires a more deliberate and structured approach than in previous years.
The hidden cost of delaying key business decisions
When planning is delayed, families often underestimate what is really at stake.
The cost is rarely just financial. It can include:
reduced control over how transitions occur
unnecessary stress during already difficult periods
erosion of trust between generations
fewer options when it matters most
Early planning creates breathing room. Late planning creates pressure.
A practical planning framework for 2026: Preserve, Protect, Prosper
To cut through complexity, we encourage families to assess decisions through a simple but effective lens.
Preserve what matters most
What are you trying to preserve, beyond balance sheets?
For many families, preservation includes:
the long-term viability of the business
family relationships and trust
control over how and when succession occurs
Preservation requires clarity of intent. Without it, families often preserve outdated structures rather than what truly matters.
Protect against unintended outcomes
What needs protection if things do not go to plan?
This may involve:
protecting the business from unnecessary tax and CGT exposure
protecting individuals from unclear roles or expectations
protecting families from rushed decisions made under pressure
Effective protection rarely comes from last-minute action. It comes from early alignment.
Prosper by creating options
Prosperity is not just about growth. It is about choice.
Families prosper when they:
retain options around succession or exit
understand the tax implications of different pathways
have structures that support the next phase of the business
Prosperity follows intention. It rarely follows drift.
Three decisions every family business should clarify in 2026
Not every family needs to restructure, sell or hand over control this year. But three decisions do need clarity, even if the answer is “not yet”.
Who ultimately owns what?
Legally and economically. Informal ideas of fairness do not age well
Who controls the business, and for how long?
Ownership and control do not have to move together, but they do require intention.
What is the exit/transition strategy, even if it is years away?
Every business has an exit. Planning without one is guesswork.
Why clarity matters more than certainty in 2026
Many families delay planning because they want certainty before acting.
In reality, certainty is rare. Clarity is achievable, and far more valuable.
Clarity allows families to:
make better structural decisions
reduce tax risk over time
have healthier, more productive conversations
avoid rushed decisions later
Family business planning 2026 does not need to be about radical change. It should be about deliberate decisions.
Because drifting is not standing still.
It is moving, just without direction.
Start 2026 with an Annual Family Business Review
If family business planning 2026 feels like the year where key decisions should no longer be deferred, an annual review session is a practical place to start.
An annual family business review is not about making immediate changes. It is about stepping back and assessing whether your current structures, succession plans and tax position are still aligned with where the business and the family are heading.
In these sessions, we typically help families to:
review ownership, control and succession intentions
identify emerging tax and CGT risks before they crystallise
clarify which decisions matter this year, and which can wait
map priorities for the next 12 to 24 months
If you would like to start 2026 with clarity, confidence and direction, we invite you to make contact and book in an annual family business review session with our team.
Disclaimer
This article does not constitute financial advice and is for general information only. It does not take into account any individual’s personal objectives, situation or needs, and is not intended as professional advice. Any similarity to an individual’s personal circumstances and the examples provided in this article is purely coincidental. Any person acting upon such information without receiving specific advice, does so entirely at their own risk.
Authorisation under an Australian Financial Services Licence (AFSL) is not required in the provision of this article and the author plus Future Accounting Group Pty Ltd is not acting in its capacity as an Australian Financial Services Licence holder
Liability limited by a scheme approved under professional standards legislation.
