Kavil Ramachandran

Executive Director of the Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business.

When Family Businesses Go International

When are family businesses likely to go international? Ownership structures as well as non-family investor or top management influence in family business operations play a major role, says Professor Kavil Ramachandran. Professor Kavil Ramachandran, The Thomas Schmidheiny Chair Professor of Family Business and Wealth Management, Executive Director of the Thomas Schmidheiny Centre for Family Enterprise, Indian School of Business.

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The Three Circles of Family Business

By Kavil Ramachandran Professor Kavil Ramachandran explains how the Three Circles model developed by Renato Tagiuri and John Davis in the late 1970s revolutionised understanding of family businesses A 2014 McKinsey study projected that by 2025, family-owned businesses may come to account for as much as 40% of the world’s large enterprises, from a low of roughly 15% in 2010. In emerging …

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An Unfinished Agenda: The Case of Dr Reddy’s Laboratories

Case Summary Dr K. Anji Reddy founded Dr Reddy's Laboratories Ltd (DRL) in 1984. Since then, the company has grown to become one of the largest pharmaceutical companies in India. The company professionalised early on, and over the years, the family members defined and refined their roles for the efficient and effective running of the company. Dr Reddy passed away on …

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The Rise And Rise Of Family Firms

The year 1991 ushered in a new dawn for the Indian economy with economic reforms across sectors. The entrepreneurial spirit among Indians took advantage of the opportunities, and a new class of family businesses—the standalone family firms (SFFs)—emerged. In a paper titled Family Business 1990-2015: The Emerging Landscape published by the Thomas Schmidheiny Centre for Family Enterprise at the Indian School …

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How a Doubles Game Works

Infosys has opened a fresh chapter with the appointment of a new CEO. Hopefully the veterans on the board and the founders have learned some lessons from the recent episode. The iconic Tata group with a star-studded board also paid a huge price in several ways before settling down for an insider as the new chairman. The distasteful episodes played out in …

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Ketan Logistics: Charting the Next Route

Navneet Bhatnagar and Professor Kavil Ramachandran of Indian School of Business (ISB) wrote this case that highlights the challenges faced by Mumbai based logistics firm Ketan Logistics Limited, a family-owned business. Emerging changes in the transportation industry and shrinking margins called for newer initiatives and processes. The greater challenge, however, came from within the group. The conflict between the aspirations …

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Professionalisation of Family Business: Managing Process and Governance Challenges

As businesses transition from being entrepreneurial to being professional, professionalization assumes great signifi cance. However, there are several challenges in terms of the processes and governance mechanisms. The success of professionalization greatly depends on the leader’s clarity of role and structure of the team to whom the business task is delegated and his/her terms of engagement with the team. The …

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Family Businesses: The Emerging Landscape 1990-2015

From the days of a few business houses controlling the economic and industrial activities of the country, we have come a long way. The liberalization of the economy in 1991 and the ensuing economic reforms saw the sprouting of several standalone family businesses. The Indian family businesses have adapted well to the changing business environment and continue to contribute to …

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