Family offices are moving beyond AI trials and using the technology in day-to-day work, according to Citi Wealth’s 2026 Global Family Office Report. Respondents described using AI for investment analysis, information management, reporting, due diligence and workflow automation. Their immediate goal is to process information faster and improve efficiency, while experienced professionals retain responsibility for final investment decisions.
The findings come from a survey of 351 family offices across 41 countries conducted in June and July 2026. They show that technology adoption is advancing alongside changes in how family offices invest, manage risk and prepare for the future.
Public equities have become the leading destination for new capital. Nearly half of respondents increased their exposure during the year, and developed-market equities were the most favoured asset class for future net allocations. Private markets remain an important part of portfolios, although family offices are becoming more selective about opportunities and the expertise needed to assess them.
That shift has taken place amid continued uncertainty. Nearly 90% of respondents reported positive portfolio performance so far this year, while more than 40% said they had made no major changes in response to recent geopolitical developments. Others used hedging, active management and targeted adjustments to manage risk. Inflation was a leading concern, followed by interest rates, financial system stability and market volatility.
Family offices are also facing more complex demands beyond their portfolios. Some 38% of respondents expect their families to become more international over the next five years. As assets, businesses and family members span multiple jurisdictions, tax coordination, regulatory compliance and cross-border planning are taking up more of their work.
Succession is becoming more immediate, too. About one-third of respondents expect a leadership transition within their family, family office or family business in the next five years. The report identifies unclear plans, gaps in future leaders’ readiness and differing views of the family’s direction as challenges. For many offices, preparing the next generation now means giving them practical experience in governance and decision-making alongside formal education
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