PwC NextGen

What is NextGen?

By harnessing the power of emerging technologies and fostering a vibrant community of problem solvers, our NextGen Club aims to unlock the potential of the next generation of family business leaders. The PwC Malta NextGen Club typically consists of members aged between 18 and 40 years who aspire to become responsible owners, influential board members, or visionary leaders. Through a series of thought leadership and thematic events held throughout the year designed exclusively for our club members, we aim to offer them our support, as well as provide a platform to connect with like-minded individuals, share and exchange interests, pursue career goals, and build meaningful relationships.

AI and NextGen

As family businesses transition to new leadership, a significant transformation is taking place, driven by the power of generative AI (GenAI). This shift represents not only a change in leadership but also a strategic move towards leveraging a groundbreaking technology within family-run and owned enterprises. For those who successfully embrace this change, generative AI will be a cornerstone of future success.

Our global survey of more than 900 NextGen members suggests not only that they are more optimistic about generative AI than the incumbent generation, but that they understand the urgent need to shift responsibility for AI out of discrete silos and to deploy it to support enterprise-wide adoption in their companies.

08/04/25

Internal Audit’s expanding role in cultural oversight

The guide emphasises the importance of corporate culture and ethics as foundational elements for a resilient and high-performing organisation. It outlines the role of culture in shaping employee behavior, decision-making and risk management. The guide highlights the expanding role of Internal Audit in evaluating corporate culture and ensuring governance structures support ethical behavior. It introduces the Three Lines Model for auditing culture, detailing the responsibilities of the first, second, and third lines in managing and overseeing cultural risks. Practical steps for auditing culture include leveraging available resources, securing support from leadership, and training auditors. The guide also discusses different auditing approaches—integrated, targeted, and top-down—and the importance of effective communication and reporting of audit results. Ultimately, the guide underscores that auditing culture is about ensuring organisational values are lived realities, driving success and ethical behavior.