Culture and Professionalisation at Hilti
Professor Dr. Pius Baschera of the Hilti Corporation talks about the unique approach to inculcating corporate culture and values at...
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© 2018 – Indian School of Business (ISB).
ISBInsight is the Flagship Research Periodical of the Indian School of Business
Apr-Dec 2017
Family Philanthropy Management – a European Perspective
“The secret of happiness does not lie in possessing but in giving. One, who makes others happy, will be happy.”...
Read moreCorporate Governance in the Context of Family Controlled Businesses
In an interview with Sougata Ray, Professor of Strategy, Indian Institute of Management Calcutta, and Visiting Advisor, Thomas Schmidheiny Centre for Family Enterprise, ISB, Adi Godrej, Chairman, the Godrej Group, shares his thoughts on corporate governance in family businesses.
Read moreKetan 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...
Read moreSharing Wisdom: Lessons From Successful Family Dynasties
It is not an easy task to emulate the most successful family firms because success is more to do with...
Read moreCorporate Governance, Business Growth and the Role of Independent Directors
The significance of corporate governance and the role of independent directors in the growth of a family business cannot be...
Read moreThe Spectrum of the Triple Bottom Line
Dr. Thomas Schmidheiny, Chairman, Spectrum Value Management Limited, Zurich, and Former chairman, Holcim, the world’s leading cement, concrete, and aggregates...
Read moreProfessionalisation of Family Business: Managing Process and Governance Challenges
As businesses transition from being entrepreneurial to being professional, professionalization assumes great significance. 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 authors examine the challenges that professionalization process poses to the leadership, the business and the family.
Read moreFamily 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 the country’s economy in a big way.
Read moreFamily Wealth Management – a European Perspective
The Swiss economy, very much like the Indian economy is shaped by companies, large MNCs and SMEs, which owe their...
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