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kavil ramachandran

July 2, 2012

Non-family employees are being overlooked in Indian family businesses, because of a combination of company heads trusting their relatives more than outsiders and a culture where family members are required to work in the firm.

Non-family employees are being overlooked in Indian family businesses, because of a combination of company heads trusting their relatives more than outsiders and a culture where family members are required to work in the firm.

That’s according to Kavil Ramachandran, a professor at the Indian School of Business and the author of a report, Challenges Faced by Family Businesses in India, released last week.

January 24, 2012

Reconciliation between brothers Mukesh and Anil Ambani, who split the Indian family business founded by their father, is highly unlikely despite speculation that a truce is on the cards, according to a leading academic.

Reconciliation between brothers Mukesh and Anil Ambani, who split the Indian family business founded by their father, is highly unlikely despite speculation that a truce is on the cards, according to a leading academic.

“Business links” between Mukesh, who heads up Reliance Industries, and his younger brother Anil, who leads Reliance Group, will not be developed, reckons Kavil Ramachandran of the Indian School of Business.

August 10, 2011

Growing confidence among Indian family businesses to be able to compete with the best in the world has accelerated their investments abroad, according to Kavil Ramachandran of the Indian School of Business.

Growing confidence among Indian family businesses to be able to compete with the best in the world has accelerated their investments abroad, according to Kavil Ramachandran of the Indian School of Business.

The Thomas Schmidheiny Chair Professor of Family Business and Wealth Management told CampdenFB that overseas acquisitions and investments is a rising trend.

December 4, 2009

What makes a great leader and what role should senior family members play? Katie Barker asked the question and got some sage words in reply

The question of what makes a good senior family business leader is much debated. Questions of leadership style, level of involvement and when to step aside are all very subjective. There are many examples of older family business leaders who cannot let go, who refuse to relinquish power and who stifle the next generation; heads such as Sumner Redstone, the 86-year-old chairman of National Amusements, and 78-year-old News Corporation head Rupert Murdoch, are two prominent illustrations.

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