It was family business as usual. Two founding brothers running their enterprise with their four children—two daughters and two sons—in different stages of being groomed to take up important positions. The elders continued to occupy leadership roles and their trusted advisers made sure that the power of decision was always retained by them.
It was family business as usual. Two founding brothers running their enterprise with their four children—two daughters and two sons—in different stages of being groomed to take up important positions. The elders continued to occupy leadership roles and their trusted advisers made sure that the power of decision was always retained by them.
Wealthy family businesses in India say they have “a moral duty” to go beyond state requirements for charitable giving despite outperforming non-family firms in supporting philanthropic causes.
Wealthy family businesses in India say they have “a moral duty” to go beyond state requirements for charitable giving despite outperforming non-family firms in supporting philanthropic causes.
Family businesses have boomed in the quarter century of economic liberalisation in India and are riding a new wave of family entrepreneurship but it is unclear if they will survive generational transition.
Family businesses have boomed in the quarter century of economic liberalisation in India and are riding a new wave of family entrepreneurship but it is unclear if they will survive generational transition.
This conclusion was drawn by researchers at the Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business in their report Family Businesses: The emerging landscape 1990-2015, published in late September this year.
An engaging collaboration between UK and Indian family business experts Peter Leach and Tatwamasi Dixit, it brings together Eastern and Western thinking on family business issues – suffusing practical process with quotes from Indian epics.
The owners of Indian family businesses are looking beyond the next generation to non-family professionals when it comes to appointing new managers, according to research from Barclays Wealth.
The owners of Indian family businesses are looking beyond the next generation to non-family professionals when it comes to appointing new managers, according to research from Barclays Wealth.
Nearly seven in 10 respondents to the study, carried out by research firm Dun & Bradstreet, said they prefered hiring independent professional managers for leadership roles, rather than their relatives.
