Our latest insights

Rising labour costs, increasingly complex supply chains, higher expectations and the demands of omnichannel retail are becoming embedded structural costs that are reshaping how retailers operate and scale

Succession is no longer just about who takes over. Many family businesses are using succession planning as a catalyst to reassess whether their current structure is still fit for purpose. As businesses scale, trust or partnership structures can become restrictive. Issues may include limited asset protection, challenges winning commercial contracts, reduced buyer appeal, and constraints on reinvesting profits to support growth.

Proactive stress testing to manage macroeconomic risk, strengthen financial stability and banking

In estate planning, the focus is often on technical elements like drafting a will, appointing executors, minimising tax, and ensuring assets pass as intended. While these steps are important, they only form part of the picture.

The 2025 Grant Thornton Family Business Report revealed that only 19 per cent of family businesses have a documented succession plan in place. This finding is both striking and concerning, especially at a time when generational transition has never been more complex, and the stakes have never been higher.

Treasury has released the most recent rework of the proposed Division 296 tax. Although it has provided some much-needed relief from the original draft, the rework now includes addition hurdles requiring careful planning and consideration.

The AUSTRAC AML/CTF Starter Programs provide a structured pathway to achieving AML/CTF compliance that will significantly reduce the effort and cost of AML/CTF compliance for entities required to meet AML/CTF obligations under Tranche 2.

Starting from 1 July 2026, the general transfer balance cap will increase from $2m to $2.1m, allowing further tax benefits for superannuation fund members.

The 2025 family business survey found that 63 per cent of family businesses are already mentoring rising generation family members; 60 per cent are gradually integrating the rising generation into decision making and 31 per cent are engaging external advisors to support development.

As family businesses transition from one generation to the next, more family members become involved in the business. What usually begins with a couple of founding members quickly grows to include siblings, and cousins each with their own experiences, personalities and perspectives.

Recent findings from the Family Business Report 2025 reveal that cash-flow management and economic uncertainty are the most pressing concerns for businesses in the construction and real estate sectors.

The Federal Court’s $5.8M ACL decision signals a new era for privacy, cybersecurity, and governance in Australia. It reinforces that privacy and cyber obligations start Day 1 of any acquisition, governance failures will be scrutinised, and accountability cannot be outsourced. Boards must ensure robust oversight, deep cyber due diligence, and forensic incident response. With OAIC escalating regulatory enforcement, organisations face heightened legal, financial, and reputational risks.