Family businesses have long been stereotyped as tradition-bound and slow to change. But recent research paints a different picture: family-owned businesses, particularly small and medium-sized firms, are emerging as innovative powerhouses that can implement new ideas faster than their competitors.
Laura Pearson, Deloitte Private’s U.S. family enterprise leader, recently discussed how family businesses can leverage their unique advantages to drive innovation—and what barriers they need to overcome to stay competitive in rapidly changing markets.
Speed as a Competitive Advantage
Pearson reinforces the research, pointing to the agility that family ownership enables. “Family-owned businesses can often implement new ideas quickly,” she says. “Imagine the family brain trust having dinner and coming up with an idea they can quickly put into practice.”
But speed isn’t the only advantage. “In my experience, family businesses of any size have the requisite tools to be pioneers in their industries, and in reality, innovation isn’t an option anymore. It’s a necessity,” Pearson adds. With customer expectations shifting, industries converging and technology advancing rapidly, innovation has become essential for growth, talent retention and customer trust.
Overcoming Technology Barriers
Despite these advantages, family businesses face unique hurdles when incorporating technology. Pearson identifies two main barriers: relationships and privacy.
Many family enterprises worry that automation might compromise client relationships or replace valued employees. Pearson reframes this concern: “Technology enhancements aren’t about replacing people. Instead, it’s allowing precious human talent to spend more time on value added tasks and building the relationships their organizations value so greatly.”
She cites generative AI as an example—this tool can gather vast amounts of industry, customer and market data, allowing business leaders to generate well-informed strategies to meet real business needs.
Privacy concerns also loom large. “Family enterprises often have heightened concerns about privacy as breaches can lead to unwanted risk, reputational damage or exposure for the family, both professionally and personally,” Pearson explains. Her advice: “Family businesses just need to make sure that any technological integration is approached with a relentless prioritization on security.”
A New Formula for Innovation Spending
Traditional family businesses might reinvest around 5 percent of revenue into R&D. Pearson suggests a different approach: operate with 80 percent of the legacy budget and dedicate 20 percent to exploring and implementing new technologies. From that 20 percent, she recommends allocating about 4 percent for innovation.
She references Gartner’s innovation framework, which divides investment into two areas: one for predictability and another for exploration. “I think that’s a great way for family enterprises to maintain current systems while also investing in tomorrow,” Pearson says.
