In a family business, a transition is not just a single moment, but an ongoing process shaped by communication, structure and the evolution of family relationships. That was one of the key takeaways from Family Business Magazine’s Transitions Fall 2025 conference.
The conference opened with a keynote conversation featuring Bob Nutting, president and CEO of The Ogden Newspapers Inc. and chairman of the Pittsburgh Pirates, and Cameron Nutting Williams, chief revenue officer of The Ogden Newspapers Inc. Together, they reflected on the 135-year evolution of their enterprise — from its origins as a small newspaper to a diversified media, sports and real estate company. The closing keynote conversation featured Mark Fukunaga, executive chair of Servco Pacific Inc., and Emily Fukunaga, vice president of the Servco Parts Center and a member of the Servco board, who highlighted Servco’s century-long transition from a small car distributorship to a global company that now includes Fender Musical Instruments. Both father-daughter duos discussed their own relationships, their broader family dynamics and their approaches to succession planning, shareholder engagement and legacy stewardship.
The conference also included the Transformational Women in Family Business 2025 awards ceremony, in which honorees shared their stories, insights and advice on making an impact in a family business and the broader community.
Throughout the rest of the conference, across panels, workshops, breakout and concurrent sessions, peer groups and a case study, business families told their own stories of change with continuity. Some described succession plans that needed to be rethought due to unexpected circumstances. Others shared how they evaluated whether to continue as a family-owned enterprise or sell — balancing shareholder expectations, employee stability, business viability and family harmony. Their experiences revealed the emotional weight of these decisions and the importance of transparent communication with employees, relatives and future partners during any significant transition.
Conflict and communication were front-and-center throughout the program. Attendees heard how family disagreements — between siblings, cousins, or parents and adult children — can intensify during leadership or ownership transitions. Families emphasized practices, such as structured dialogue, active listening, boundary-setting and the use of neutral third-party facilitators, to move difficult conversations forward and prevent long-term relational damage.
Governance evolution was another recurring thread. Families discussed how constitutions, family councils, employment policies and role definitions help reduce friction and create clarity across generations. Many highlighted the value of next-generation educational programs, leadership opportunities and behavioral assessments that deepen self-awareness, strengthen cousin-group relationships and build readiness for future ownership responsibilities.
Throughout Transitions Fall 2025, one message rang clear: the longevity of a family enterprise depends on its ability to adapt — strategically, structurally and emotionally. Whether navigating succession, redefining governance, preparing rising generations or deciding to exit ownership, families repeatedly returned to the foundational principles of stewardship, communication and trust.