Families who own operating companies grow their wealth more than those who only manage passive investments.

But where should they find these companies? A family enterprise should, of course, look for smart investments in its current industry, but it should also be looking constantly and carefully at adjacent and completely different industries, as well.

Finding new growth opportunities requires proactivity, as they don’t sit in plain sight within the four walls of your company. Get outside and take time to observe how the world is changing. Go to conferences and education programs.

Understand where consumer trends and economic indicators are moving. Build your network within and outside of your industry and region. Visit other families and family offices. Participate in an outside board. Join an investor club. Mentor entrepreneurs. Get to know innovation hubs like Bangalore, Berlin, Boston, Shenzhen, Singapore, and Silicon Valley. Take part in accelerators. Go to startup pitches. Consider investing in startups to see new developments first hand. Read the latest work of trusted thought leaders.

These are a few of the many ways to find new growth areas. And when you find good ones, invest prudently, a modest amount at a time, even in businesses that pose a threat to your current business. You must, in today’s environment, be willing to disrupt yourself. Don’t wait for others to do it to you.

For most investors, finding new growth opportunities to invest in is the goal. For business families it is only a first step. Don’t stop here.

For many families, maximizing their financial returns is not the only thing that matters. Many families aspire to invest in businesses that reflect their values, identity, and mission. Values-based investing and impact investing into the mainstream today. But even so, families by their nature like to align their activities with their values.

Aligning your business investments with your family’s mission and values is wise to do for several reasons. First, families grow increasingly diverse over time. Having a portfolio that speaks to the family’s common purpose, shared values, and joint goals will appeal to a progressively diverse group. Second, it is unifying for the family. This type of portfolio can yield greater family satisfaction, motivation, alignment, and pride.

Family unity helps produce stability in the ownership group, which is one of the competitive advantages of family businesses. Third, the agility required to enter new businesses requires a clear sense of purpose. When a family is clear about its mission, the activities, assets, and investments it undertakes are done in pursuit of the family mission. This degree of synergy is powerful.

Illustratively, one family business in the U.S., which pursues “values-adjusted returns,” admits that there are fewer investment opportunities available because there are certain businesses they will not get into. But this is a price willingly paid. Beyond financial gain, the CEO asks of new investment opportunities: is this something that will make the family proud, and is it making the world a better place? These are the questions upon which family unity and support depend.

To ensure an investment aligns with family interests means making those interests explicit: write out your family mission (what your family is fundamentally trying to accomplish, or your purpose). Write down your family values (what you stand for and what guides you). Make sure everyone is on the same page so that investment choices can be measured by these principles. Now, you might be tempted to stop here. “If I’ve found an investment that is a growth opportunity that is aligned with my family’s mission and values, I’m all set.”

Not yet.

This is the most overlooked aspect of an investment strategy for a business family. Just because something appears to be a promising investment in terms of growth, and just because it aligns with your values and mission, doesn’t mean it is right for your family’s skillset.

Despite having a particular set of skills, families often do not talk about or clearly identify what they are good at—collectively, as an owning family. This blind spot can lead families to invest in businesses they do not know enough about or that they are not the right owners of. Do this: spend time documenting how, specifically, your family excels in the work that it does—in your businesses, your family office, your communities, and all of the meaningful activities in which you engage. Hire an external facilitator to lead the discussion if that will help. A family’s skillset should be analyzed, characterized, and then used to its advantage as a third lens under which potential new investments are scrutinized.

Finding investments that meet all three of these criteria is not easy, but it is essential to remaining competitive and building sustainable wealth as a family in a world defined by rapid change. Consider, then, your own family enterprise. How will you get ahead of the inevitable disruption you’ll face and sensibly invest in new areas?