Family Business Survey 2025

Family businesses can safely be called the backbone of the Dutch economy, say Philip Vossenberg, Family Business Leader, and Martin Bond, Private Business Leader at PwC Netherlands. “They represent 61 per cent of all businesses in the Netherlands and together account for one in three jobs. And they contribute approximately 30 per cent to gross domestic product. They are a stable pillar of our economy. They remain steadfast in both prosperous and challenging times.”

This stability is partly due to their financial discipline. Family businesses are often conservatively financed, meaning they have little debt and substantial reserves. "They pay out modest dividends and reinvest their profits in the business. This makes them resilient in times of crisis."

And that is desperately needed in 2025, according to the latest Family Business Survey. The researchers call it "a historic turning point" for family businesses. They must respond to global developments such as technological disruptions, geopolitical risks and climate change. To navigate these "megatrends" and "to build long-term growth and resilience," the researchers write, innovation is essential. At the same time, they must maintain the unique qualities that have kept them afloat during past crises. The right balance needs to be found.

These unique qualities include not only financial discipline, but also the governance structure. "In many family businesses, the owner is directly involved in business operations," Vossenberg explains. "Decisions are sometimes literally made at the kitchen table." This enables them to respond quickly and adapt well to change. That agility is a tremendous strength.

A balance must therefore be found between these qualities, which have made family businesses great, and the need for bold capital investments. "The strength of their conservative approach can turn into a weakness if they don't adapt," warns Vossenberg. "Doing nothing is not an option. The speed at which technological developments are happening calls for leadership."

The researchers therefore encourage family businesses to invest in emerging technologies such as AI and automation. It's important to note that 55 per cent (compared to 34 per cent globally) of Dutch family businesses prioritise long-term goals, even if that comes at the expense of short-term profitability.

These investments offer family businesses enormous opportunities. Bond: "AI can, for example, help solve staff shortages by using AI for smarter planning and for efficient and improved customer service, or drones can be used to inspect the condition of buildings. The deployment of AI agents (autonomous software systems that use artificial intelligence to perform tasks and make decisions) presents a significant opportunity to replace human activities within processes. Family businesses that embrace this in a timely manner can strengthen their competitive position. Conversely, inaction can quickly erode their competitive position.”

In addition, the survey shows that 61 per cent of the Dutch family businesses that participated have no women on the board, and in 76 per cent of them, no board member is younger than 40. And that's a missed opportunity, Vossenberg believes, because diversity is essential for the agility of family businesses. "We sometimes say: 'Agility without counterforce is reckless. And counterforce without agility is paralysing.' Family businesses have the advantage of being able to make decisions quickly, but without diverse perspectives, there's a risk that those decisions will be too one-sided." It is precisely through diversity in age, background and gender that family businesses can make better, more future-proof choices.

The report also emphasises the importance of preparing the next generation for leadership roles and preserving family values. Good alignment between current and future generations regarding the company's values ​​and priorities is crucial.

Vossenberg observes in practice that the younger generation is often better equipped to tackle current challenges. "The new generation of entrepreneurs often has a greater affinity for technology, sustainability and social responsibility." 

In summary, the 2025 Family Business Survey shows that top-performing family businesses differentiate themselves through their agility in decision-making, effective brand and reputation management, and successful management of generational changes. They proactively adapt to a changing world and leverage their traditional strengths as a competitive advantage.

• Innovation and Sustainability: invest in emerging technologies and sustainable practices to ensure long-term growth.
• Generational Dynamics: ensure good alignment between current and future generations regarding business priorities and values.
• Reputation Management: maintain and strengthen the trust and reputation of the family business through transparent and responsible business practices. 
• Strategic Agility: be flexible and willing to review and adapt strategies to changing market conditions.