Kavil Ramachandran

Impact of divisions in family businesses: Motivations and consequences

By embracing a proactive stance towards addressing emerging challenges, family conglomerates such as Godrej could potentially have emerged as global powerhouses

Family first or business first: Leadership succession in Indian businesses

The Ambani family history has proven the significance of systematic succession management while the leader is still around and active

Management education in India is poised for a major transformation

This overhaul is likely to comprehensively reform the design, content, and delivery of management education in the country

Avoid the 'template' approach

When the holding of each promoter is significantly high, an open ended SHA can lead to major turbulence in the organisation as is in the case of Indigo where each promote

Sustaining legacy beyond the founder

The primary custodians of the legacy of an organisation are its owner and the CEO

Kavil Ramachandran: Institution building & self-centred leaders

To what extent are leaders committed to the mission they are expected to accomplish without being influenced by some personal agenda, asks the author in the concluding part of the series

Kavil Ramachandran: Gridlock leaders get trapped into

Did the 'passion' of the business leader get in the way of institutional objectivity and decision-making at the Tata group, asks the author in the first of a two-part series

Kavil Ramachandran: Succession not easy in promoter-led businesses

Companies should spend quality time defining their expectations of the successor and ensure that the shadow of the outgoing chairman does not linger in reality or in perception

Business families and their feuds

Across the families, two things were common when the fissures started appearing: affluence and poor family governance

40 Years Ago... and now: The way families managed their businesses

The Burmans were among the first business families in India to segregate family and business and successfully hand over the management of the company to professionals. Many other families could not ma

Kavil Ramachandran: When should founders call it a day?

The question holds significance in the light of investors' call for Bill Gates to step down as Microsoft chairman

Chinks in the armour