Family philanthropy has ceased to be a "side issue" and has definitively entered the patrimonial agenda. Not as a new trend, nor as a means of building a personal brand, but as a topic that engages with succession, governance, reputational risk and, ultimately, legacy.
It is in this context that the study “Philanthropy & Family Offices – Perspectives and Opportunities of the Philanthropy Agenda in Family Offices” was born, authored by long-time partners Juliana de Paula and Cássio Aoqui. It is the most comprehensive portrait ever made in Brazil of how family philanthropy appears (or does not appear) within these structures.
involved 70 family offices and 23 families, conducting in-depth interviews and comparing them to international benchmarks. The conclusion is simple: the problem isn't a lack of money, but a lack of structured, methodical approach and qualified conversations.
The barrier is cultural and relational
One of the most interesting findings of the study is that when philanthropy gets bogged down, it's rarely due to "cost." Among families, only 13% cite cost as a barrier. What really matters is technical preparation, alignment of values, experience, and trust.
There's an asymmetry here: family offices tend to talk about processes, while families tend to talk about trust.
If family philanthropy is treated merely as a "procedure," it remains small. But when treated as a "direction," it becomes a space for dialogue about what mark the family wishes to leave on the world.
Back office mode
Another point: a large part still sees philanthropy as an administrative task. According to the study data, most Single Family Offices (SFOs), structures dedicated exclusively to a single family, handle the financial management of donations and legal/tax matters, but only 7% offer partner curation/strategic support.
There is control, but there is a lack of strategy. It's not a "moral failing," but rather a lack of market maturity. The issue is that, in the real world, families are becoming more demanding, especially women and Generation Z, and are beginning to expect consistency between wealth and social contribution.
3 moves that unlock the agenda
The study organizes the near future into three practical and valuable movements for family offices seeking differentiation and innovation:
From execution to consulting: moving from "executing requests" to helping families plan and measure impact.
From reaction to curation: creating methods, language, and processes to spark conversations instead of only reacting when someone asks.
From accounting to consistency: most track donated amounts, but the challenge is to transform that into an indicator of reputation, purpose, and consistency.
Trust
A phrase from the study itself reinforces the thesis that philanthropy can become a competitive advantage for family offices.
This speaks to a larger transformation. Instead of just being "who takes care of my money," the family office can become a place for relationships, learning, and building meaning.
The report calls this next frontier "trust as an asset" and poses a provocative question: what if family offices started reporting donations and impact as part of family wealth?
Global context in the same direction
Looking abroad, the signs point to a more “professional” philanthropy and, therefore, expectations of greater results. The Hewlett Foundation highlights challenges such as declining donor participation, attacks on the sector, and polarization, reinforcing the need to strengthen the philanthropic ecosystem and the quality of the bond between donors and those who deliver.
UBS describes a movement of family offices moving beyond management roles to coordinate impact across business, investments, and philanthropy, with discipline and integration ("from silo to spectrum"). It also introduces a concept frequently discussed here at MBM: polycapital. Beyond financial capital, networks, reputation, knowledge, and influence are leveraged for impact.
If I were asked to translate the study into one sentence, I would venture to say that Brazil doesn't need to "invent" philanthropy, but rather better structure the one that already exists.
The report states that there is energy and favorable conditions, and this is where the role of organizations like the Bem Maior Movement comes in: helping people, families, and property structures to make this transition with confidence, method, and transparency.
Want to delve deeper? The complete study, “Philanthropy & Family Offices – Perspectives and Opportunities of the Philanthropy Agenda in Family Offices,” is available to read in full at the link publication
">
