Travelling around the GCC | 5 evolving priorities of Middle Eastern family business groups

During a packed business trip through the Gulf Cooperation Council (GCC) region, Ian Rumens, Head of Private Client – Jersey and Lynda O Mahoney, Global Head of Business Development had the opportunity to meet with numerous family business groups, many of whom play a pivotal role in shaping the region’s economic landscape. While each organisation is unique, several common themes emerged, highlighting both the challenges and strategic priorities these businesses are navigating as they prepare for the future.

What are the evolving priorities of Middle Eastern family business groups?

1. Corporate governance and IPO readiness

There is a clear and growing focus on institutionalisation. Many groups are strengthening their governance frameworks, not only to improve operational resilience but also in preparation for potential IPOs or private capital partnerships. Independent board structures, enhanced financial transparency, and formalised decision-making processes are moving higher on the agenda, recognising that access to capital markets requires a significant shift in mindset and structure.

2. Pillar two and global tax reform

The impending implementation of the Organisation for Economic Co-operation and Development’s (OECD) Pillar Two global minimum tax is driving many family enterprises to reassess their structures. For groups with multi-jurisdictional operations, the focus is now on understanding the potential financial impact and ensuring compliance with evolving international tax regulations.

3. Liquidity pressures and market volatility

Macroeconomic factors—higher interest rates, inflation, and geopolitical uncertainty—have put liquidity management in sharp focus. Many families are re-evaluating their capital structures, prioritising diversification, and exploring new financing strategies to ensure resilience in an increasingly volatile market environment.

4. Consolidated reporting and digital transformation

With operations often spanning multiple jurisdictions and sectors, several groups highlighted the need for more efficient, real-time consolidated reporting. Digital transformation, particularly ERP implementation, is seen as critical to improving financial visibility, enabling data-driven decisions, and meeting the growing demands of stakeholders.

5. The evolving role of women in family enterprises

One of the most notable shifts observed was the increasing involvement of female family members in leadership, governance, and succession planning. This progression is reshaping boardrooms and decision-making structures and is a positive development that will strengthen governance and strategic continuity over the long term.

How can Ocorian support family business groups in the Middle East?

These recent conversations reinforced a common understanding that legacy and reputation alone are no longer enough to safeguard future success. The most forward-thinking family businesses are those proactively embracing change, preparing for succession, prioritising professionalisation, and navigating complex regulatory, financial, and market dynamics. These evolving priorities underscore the importance of adaptability and foresight in maintaining a thriving enterprise amidst evolving global pressures.

Ocorian’s dedicated global teams are based in key jurisdictions including the UAE, the Channel Islands, UK, the Caribbean, Singapore, Hong Kong and Mauritius and have technical expertise and a comprehensive understanding of the dynamics of family wealth and businesses. Contact our family office team today to find out more.