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Professionalization of Ujwal Bharati
Kavil RamachandranCaso IVEY-9B10M036-EDirección estratégica, Iniciativa emprendedoraThe case considers the dilemma faced by the second generation managing director of Ujwal Bharati Pharmaceuticals, a mid-size business in India. Among other issues related to corporate and family governance, he has to decide whether to retain his non-family CEO or not.This case was written in the context of the major efforts made by mid-size Indian family businesses in recent years to professionalize their operations. While the director appreciate...Desde 8,20 €
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Professionalization of Sudarshan Chemical Industries
Kavil Ramachandran; Alexander Mathew; Navneet BhatnagarCaso IVEY-9B14M145-EDirección estratégica, Iniciativa emprendedoraIn 2011, Sudarshan Chemical Industries Limited, a global pigment company with sales in over 40 countries, was poised to become one of the top four pigment producers in the world. The vice-chairman was about to meet with an external consultant whom he had hired when he assumed leadership of the family business in 2003 following the demise of both the founders — his father and eldest uncle. The agenda of the meeting was to discuss the various initi...Desde 8,20 €
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Havells India: The Sylvania Acquisition Decision
Charles Dhanaraj; Kavil Ramachandran; Swetha DasariCaso IVEY-9B09M089-EDirección estratégica, Iniciativa emprendedoraThis case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides...Desde 8,20 €
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India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship
Kavil Ramachandran; John Ward; Rachna Jha; Sachin WaikarCaso IVEY-9B11M084-EDirección estratégica, Iniciativa emprendedoraThere are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part o...Desde 8,20 €
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Passing the Baton: Role Transition of B.K. Jhawar
Kavil Ramachandran; Alexander MathewCaso IVEY-9B11C037-EDirección estratégica, Iniciativa emprendedora, Liderazgo y Dirección de personasMost family businesses do not last long. Only one-third are able to survive the transition from the first to second generation. A critical issue in the survival of family businesses is the management of succession. Most successions fail because first-generation founders find it difficult to disengage from their business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership r...Desde 8,20 €
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Ensuring Family and Business Continuity at India’s GMR Group
Kavil Ramachandran; John Ward; Sachin Waikar; Rachna JhaCaso IVEY-9B11M075-EDirección estratégica, Iniciativa emprendedora, Liderazgo y Dirección de personasMost family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major dive...Desde 8,20 €