Local opinion: Four strategies to secure the future of Tucson’s multi-generation family businesses

Across the U.S., family-owned businesses are the backbone of local prosperity and that is even more true for Tucson. According to government data, Tucson is hitting above its weight class for family-owned businesses, with the highest percentage of family-owned businesses by metropolitan area in the United States. Nearly 34% of Tucson businesses are owned by families.

These businesses not only create jobs and community, but often reinvest profits directly into their local neighborhoods. Nationally, 32 million family enterprises contribute $7.7 trillion to GDP and employ more than 83 million people, according to Deloitte’s 2024 Family Enterprise Survey.

Beyond the numbers, these enterprises embody values that families want to preserve across generations. Many business founders want to leave a multigenerational legacy, but doing so requires careful planning. Below are four strategies to help family businesses protect their heritage while positioning the company for future growth.

Engage future generations early and often

With many family business leaders planning to step aside in the coming years as the demographic ages, succession planning has never been more important. According to Deloitte, 28% of current leaders plan to hand over the reins in the next five years. During the same timeframe, 46% of the next generation hope to move into executive positions. Yet not every next-gen leader is prepared to take on that responsibility.

Families can start by clarifying ownership structures to prevent fragmentation. A family constitution can outline the qualifications and expectations for joining the company, such as completing a degree, gaining outside work experience or meeting agreed-upon performance benchmarks.

Beyond formal documents, engagement is essential. Annual family meetings, role-playing scenarios and culture-building activities can help younger members understand the company’s culture, mission and values. In addition, independent advisors such as accountants, bankers, financial planners and lawyers can offer objective guidance, help align expectations and bridge generational differences.

Build a strong board

A well-structured board of directors can be one of the most effective tools for sustaining a family business beyond the founder’s tenure. Boards offer strategic oversight and guidance, professional expertise and objective decision-making.

When forming a board, owners should define its purpose, whether it’s to formalize governance, guide leadership succession or provide market insights. The composition on the board also matters and should include a balance of family members and independent advisors to ensure diverse perspectives. According to a PwC report, age diversity can also smooth leadership transitions, allowing seasoned members to mentor emerging leaders. Formal agreements around roles, term limits and decision-making processes help maintain accountability.

Preserve philanthropic commitments

Local family businesses often serve as community pillars, with 81% reporting active charitable involvement, according to PwC. Estate planning tools, such as family foundations, can formalize giving strategies and ensure alignment with the company’s mission. These structures also offer legal and financial frameworks for sustaining charitable work across generations.

Generations may approach philanthropy differently among family members. A Bank of America Private Bank study shows that while older generations often favor direct financial contributions, younger donors value hands-on involvement through volunteering, fundraising and mentorship. By blending approaches, families can keep their community impact strong while meaningfully engaging the next generation.

Embrace strategic transformation

Adaptability is essential for longevity. Mergers and acquisition can expand market reach, strengthen competitive positioning or diversify offerings. For some families, selling a stake to bring in professional management or welcoming outside investment can accelerate growth while easing generational transitions.

An employee stock ownership plan is another option, transferring ownership to a trust that benefits employees (including family members), who are invested in the company’s success. ESOPs can be particularly valuable for businesses without a clear heir, offering tax advantages and ensuring the company remains locally rooted.

Local family businesses are more than economic drivers; they are cultural cornerstones woven into the fabric of their communities. By engaging future leaders, building strong governance, preserving community commitments and embracing change, these enterprises can ensure their legacy endures for generations.