Succession Priorities Diverge From Global Trends
Ultra-high-net-worth families in the Middle East are placing a distinct emphasis on governance frameworks and the active involvement of the next generation during business transitions, according to the Julius Baer Family Barometer 2026. The report, produced for the first time in collaboration with EY, examines the priorities and challenges facing these families regarding the sale or transfer of family businesses.
The survey found that 61.7 percent of Middle Eastern families are either consulting successors or giving them an equal say in post-sale planning. This figure represents the highest share of any region surveyed. Additionally, 16.7 percent of these families involve the next generation actively with an equal say in the implementation of post-sale strategy, compared to 12.3 percent globally.
Notably, none of the respondents from the Middle East reported that their families excluded successors from transition discussions altogether. The region also stands out for its approach to wealth management following a sale; 33.3 percent of Middle Eastern families are more likely to establish a family-only investment committee to oversee wealth after a transaction, compared to 24.3 percent globally.
"Family businesses are the foundation of wealth in the Middle East," said Jean Pierre Dib, Co-Head Middle East & Africa at Julius Baer, in a statement accompanying the report's release.
Valuation Expectations Drive Family Misalignment
While governance structures are a priority, significant disagreements remain regarding the financial aspects of exiting a family business. Valuation expectations emerged as the most cited source of family misalignment when an exit is considered in the Middle East, with 60.0 percent of respondents identifying it as a key issue.
This focus on financial valuation contrasts with global trends. Globally, emotional attachment tops the list of misalignment sources at 60.6 percent. In the Middle East, however, valuation expectations (60.0 percent) precede emotional attachment (56.7 percent) and disagreement about the future of the business (55.0 percent) as primary friction points during potential exits.
Readiness Levels and Geopolitical Context
The survey indicates that readiness for transition in the Middle East broadly mirrors the global picture, though specific metrics vary slightly. In the region, 15.0 percent of business-owning families are fully or largely ready for a transition, compared to 14.3 percent globally.
Within the Middle East, 3.3 percent of families are considered fully ready, while 11.7 percent are largely ready with minor gaps. The majority (58.3 percent) of Middle Eastern families remain only somewhat prepared for transition. Globally, only 2.3 percent of families are considered fully ready for a sale or transfer, while 12.0 percent are largely ready with minor gaps.
Worldwide, lack of family alignment on a sale is the most frequently cited factor limiting readiness. However, the Middle East faces unique external pressures. Political stability ranks as the region’s leading societal concern, while personal safety has entered the top three for the first time, reflecting heightened geopolitical uncertainty.
Post-Sale Wealth Priorities
The priorities for wealth preservation shift significantly after a business exit, varying by geography. After an exit, families in the Middle East and Asia place greater weight on long-term growth. In contrast, preserving wealth ranks highest in Europe and Latin America.