The private wealth landscape continues to change at a rapid pace. Organizations that grew out of the family business are evolving into very sophisticated wealth and investment managers. Check out the five key areas that family offices will likely have to prioritize in 2015. Read the full report here:http://www2.deloitte.com/us/en/pages/financial-services/articles/2015-private-wealth-outlook.html

1. + + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + +
+ +
+
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + ++ + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + +
+ + + + +
+ + + +
+ + +
+
+ +
+ + + + + +
++ + +
+ +
++
++ + + +
+ + + + +
+ + + + + + +
+ + + ++ + ++
Organizational Structure
• Family offices will operate more like professional services
firms and compete for top talent in the industry
• Industry subject matter specialists will help create the
most successful and efficient operating models
• Evaluation of outsourcing and succession planning,
leadership, guidance, susceptibility to fraudulent activity,
and new opportunities for growth will be key
2015 Private Wealth Outlook
The ongoing institutionalization
of the single family office
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see
www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP
and its subsidiaries. Certain services may not be available to attest clients under the rules and
regulations of public accounting.
Copyright © 2015 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
The private wealth landscape continues to change at a
rapid pace. Organizations that grew out of the family
business are evolving into very sophisticated wealth and
investment managers. Check out the five key areas that
family offices will likely have to prioritize in 2015.
Governance
• Private wealth managers will adopt a more institutional structure
• Renewed focus on the organization’s processes, policies, and procedures that
make up the governance structure
• A leading practice for family offices will be to define or refine their mission statement
• Governance structure will provide clarity of strategy and goals, manage complex
family relationships, and clearly define roles, responsibilities, and accountability
Controls
• Controls and technology work in partnership and will be essential to create new
opportunities for the organization to thrive in a competitive industry
• The organization must create a culture of transparency to avoid potentially costly mistakes
in risk engagement
• Education on best practices for staffing and fraud detection, and performing periodic
assessments of vulnerability will be critical activities
Technology
• Technology will provide both opportunities and challenges
• There will be greater adoption of cloud applications by family offices, especially in
the areas of client and tax reporting
• Outsourcing of key business processes and technology applications is on the rise
Risk Management
• Preparation is paramount to manage reputational, cyber, and fraud risk
• Organizational risk will need to be constantly monitored, managed, and reevaluated
• A master risk framework will be needed to provide structure around risk management for the
organization; however the family, the Board, and the employees must all be responsible and accountable