SASKATOON — KPMG advisory services manager Matt Harrison says navigating farm succession is one of the most complex challenges agricultural families face, and he and his Technology Risk Consulting team help Saskatchewan producers manage transitions while minimizing conflict and preserving family harmony. Harrison presented at the Western Canadian Crop Production Show in Saskatoon this week.
KPMG offers advisory services to private companies, entrepreneurs and large organizations, including solutions in accounting, risk management and consulting, as well as comprehensive audit and tax advisory services. The firm also provides specialized support for family-run businesses, including family-owned farms and other agricultural-related industries.
Harrison said the firm’s work with farm families in an agricultural Saskatchewan focuses on aligning the business while recognizing that succession is as much about people as it is about assets. He emphasized that effective succession planning starts with clear conversations about decision-making as the next generation steps into leadership roles.
“I would say that there's, of course, a uniqueness to every family, and every farm that we will always come up with different things or different road blocks or problems. We want to try to encounter, for me personally, something I always notice: when we think about the family first. The family farm, family harmony is very important,” said Harrison.
He added that families must decide how succession over family-owned farms will be handled — whether leadership will shift fully from parents to children or whether parents will remain involved. He noted that balancing family and business dynamics can be more difficult than in other workplaces, where colleagues do not interact outside work hours.
“I don’t have to talk to them anymore when I get home. I can forget about the decisions we made together. But when you are farming with family, that’s not the case. You see them every day, you might be going home with them, have dinner with them, and so family harmony becomes really important. We do encounter a lot of common problems,” said Harrison.
Harrison said conflict often arises when assumptions go unspoken. Adult children may believe they are in charge, while parents continue to direct day-to-day decisions. Questions about whether parents retain final authority or gradually transfer control can also create tension.
“That disconnect can undermine trust and strain relationships. Our role is to help families articulate expectations early, establish a shared vision, and agree on how decisions will be made—whether independently, collaboratively, or by consensus. Governance is a critical but frequently overlooked aspect of succession,” he added.
“Farm families often operate informally, relying on tradition rather than structure. We work with clients to formalize governance processes so that everyone understands their roles and responsibilities, reducing ambiguity and creating a framework for resolving disagreements before they escalate. Beyond governance, we also encourage families to think operationally about the farm's future.”
Harrison said succession is not just about handing over land and equipment, but about preparing the next generation to succeed in a rapidly evolving industry. That includes planning not only for the next five or 10 years, but for what the farm should look like 20 or 30 years down the road.
Technology, he added, is a major part of that conversation.
