Topic: Leadership

Equal Stewards: The Women in Family Business Programme

“Women must take equal responsibility and get equal opportunity to make the family business a long-lasting institution.” The Women in Family Business Programme held at the Indian School of Business in August 2018 provided a roadmap for women leadership roles in family enterprise. How can women contribute to building family businesses as long-lasting enterprises? What does the future for women look …

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The Case of the Ailing Airline: Air India’s Turnaround

ISBInsight talked to Professor Vaidya Nathan Krishnamurthy from the Indian School of Business (ISB) about his experience with writing and teaching a case study on Air India. What are key managerial takeaways from the airline’s financial and leadership challenges? Case Summary In the year 2016, after more than a decade of loss-making, Air India posted an operating profit of ₹1.05 billion. Over …

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Are CEO Appointments in India Caste/Religion Biased?

Do top Indian companies hire professional Chief Executive Officers on the basis of caste or religion? And does it matter for financial performance? Professors Naga Lakshmi Damaraju and her co-author Anil K Makhija offer some surprising insights on these important questions. Whether Chief Executive Officer (CEO) appointments at the largest corporations are driven by the biases of firm owners is an …

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Developing the Next Generation Leadership for Family Business

Smooth inter-generational leadership transition is critical for the long-term survival of business organisations. In the family business context, passing on the baton to effective next-generation leaders is crucial for the continuity of family legacy. For this transition to happen effectively, it is important that family businesses develop their next generation members in a systematic manner that prudently builds their capabilities …

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Focus on competence, not dynastic succession

There are family firms that are owned and managed by family members and have survived many generations, like the 120-year-old, $4.1 billion in revenues, Godrej Group. There are family firms that did not survive transition of leadership to the second generation of family members like in the case of United Spirits. Vijay Mallya destroyed the socio, emotional and economic wealth …

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Trust Matters the Most in Negotiations

Based on the research of Amit K. Nandkeolyar, Brian C. Gunia and Jeanne M. Brett. Amit Nandkeolyar and his colleagues use the case of Tata Motors to provide rich insights into the varying levels of trust of negotiators and their effects on negotiation outcomes. The study suggests that trust promotes greater information sharing without the fear of exploitation, which in …

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An Open Book-Transparency Matters in Family Business

Recent developments on the Vijay Mallya saga have left more questions than answers on the extent of transparency that our corporates preach and claim to practice. Discussion on the need for transparency and governance in family businesses is nothing new. Conventionally, concerns of minority shareholders, systemic fragility and the cascading impact on the economy that opacity of firms create make …

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Institution Building & Self-centred Leaders

Kavil Ramachandran, Professor and Executive Director of the Thomas Schmidheiny Centre for Family Enterprise, questions as to what extent leaders are committed to the mission they are expected to accomplish without being influenced by some personal agenda. Read the article

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A review of “Lean In: Women, Work, and the Will to Lead”

In her much talked about manifesto, “Lean In,” Sheryl Sandberg, Facebook’s Chief Operating Officer, enjoins women to navigate beyond their comfort zones and pursue their professional goals diligently. Sandberg’s overarching vision for women is to rise to the challenge of managing, and subsequently, leading. A powerful executive with an MBA from Harvard Business School, Sandberg believes it is time to …

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