Core Insights - The event focused on family offices and their role in addressing intergenerational conflicts and enhancing management capabilities [1] Group 1: Intergenerational Conflict Resolution - Intergenerational conflicts in family businesses arise from differences in upbringing and risk preferences between founders and their successors [2] - Solutions include employing professionals with psychological expertise in family offices to facilitate communication between generations [2] - Emphasizing the importance of early exposure for the third generation to family business operations to foster understanding and connection [2][3] Group 2: Family Office Management Capabilities - Family offices should act as a "glue" for family cohesion, especially post-sale of family businesses, by engaging in strategic charitable activities [4] - Not all family businesses require a family office; the effectiveness depends on the core members' ability to set a positive example [4] - Family offices are encouraged to focus on impact investing, balancing financial returns with social benefits, particularly in sectors like environmental protection and healthcare [4][6] Group 3: Strategic Wealth Management - Recommendations for wealth distribution include retaining 70% of core assets under the first generation's control while allocating portions for exploration and philanthropy [3] - Family offices should evolve into "chief architects" that not only promote strategic philanthropy but also support the development of future generations through various tools [4] - The development stages of family offices should align with client needs, focusing on practical family requirements such as education and healthcare [5]