Key Takeaways
- • Deloitte's March 2026 Family Office Forum, themed "Accelerate the possible: Drive with purpose," centered on three priorities: applying AI and integrated data to speed decisions and scale operations, pressure-testing resilience through scenario planning and coordinated risk response, and strengthening governance, talent, and legacy stewardship across generations.
- • Deloitte's forum series is biennial and has run since 2016, with each edition accompanied by a survey of single family office (SFO) executives on current challenges.
- • The 2016 survey of 86 U.S. SFO executives found educating and motivating the next generation to be the top challenge, and technology the most frequently cited unmet service gap.
- • The 2018 survey of 108 SFO executives identified resiliency as an overarching theme, and the 2018 forum's value-proposition breakout sessions drew roughly 100 attendees.
- • The 2024 forum, Deloitte's fifth biennial conference, was its largest ever, with four plenary sessions and 14 breakout sessions on technology and transformation, the future family office, and employee well-being and purpose.
Summary
Deloitte's Family Office Forum returned in March 2026 under the theme "Accelerate the possible: Drive with purpose," according to the firm's event summary. Discussions focused on three priorities: using AI and integrated data to accelerate decisions and scale operations; testing resilience through scenario planning and coordinated risk response; and strengthening governance, talent, and legacy stewardship so families remain aligned across generations. Pulse survey insights reinforced the urgency of these themes, the summary said. The 2026 summary provides no specific survey figures.
The forum is part of a biennial series that Deloitte has run since 2016. The inaugural 2016 survey drew responses from 86 U.S.-based single family office executives. It found that educating and motivating the next generation was the top challenge regardless of office size, tenure, or staffing, and that technology was the most frequently cited unmet service gap. Technology priorities varied with office size: larger offices with more than 50 employees focused on enhanced ERP/GL systems, while smaller offices prioritized IT security.
The 2018 edition surveyed 108 SFO executives, with resiliency emerging as a central theme. That year's forum, held at Deloitte University in Westlake, Texas, included value-proposition breakout sessions attended by roughly 100 people. Deloitte's 2024 conference, its fifth biennial event and its largest to date, was themed "Changemakers: The Architects of a Better Tomorrow" and covered technology and transformation, the family office of the future, and employee well-being.
Across the editions, Deloitte's materials describe a growing expectation of what family offices should deliver, with more offices adopting formal governance, risk management, and rigorous controls, and reevaluating technology platforms.
The forum is part of a biennial series that Deloitte has run since 2016. The inaugural 2016 survey drew responses from 86 U.S.-based single family office executives. It found that educating and motivating the next generation was the top challenge regardless of office size, tenure, or staffing, and that technology was the most frequently cited unmet service gap. Technology priorities varied with office size: larger offices with more than 50 employees focused on enhanced ERP/GL systems, while smaller offices prioritized IT security.
The 2018 edition surveyed 108 SFO executives, with resiliency emerging as a central theme. That year's forum, held at Deloitte University in Westlake, Texas, included value-proposition breakout sessions attended by roughly 100 people. Deloitte's 2024 conference, its fifth biennial event and its largest to date, was themed "Changemakers: The Architects of a Better Tomorrow" and covered technology and transformation, the family office of the future, and employee well-being.
Across the editions, Deloitte's materials describe a growing expectation of what family offices should deliver, with more offices adopting formal governance, risk management, and rigorous controls, and reevaluating technology platforms.
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