The Unfinished Agenda : Dr Reddy's Laboratories Limited
By Nupur Bang, Kavil Ramachandran
Harvard Business Publishing | December 2017
Harvard Business Publishing | December 2017
DOI
hbsp.harvard.edu/product/ISB097-PDF-ENG?Ntt=ramachandran&itemFindingMethod=Search
Citation
Bang, Nupur., Ramachandran, Kavil. (2017). The Unfinished Agenda : Dr Reddy's Laboratories Limited Harvard Business Publishing hbsp.harvard.edu/product/ISB097-PDF-ENG?Ntt=ramachandran&itemFindingMethod=Search.
Copyright
Harvard Business Publishing, 2017
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Abstract
Dr. 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 professionalized early on and the family members defined and refined their roles for the efficient running of the company.
Dr. Reddy passed away on March 15, 2013. Within a fortnight of his demise, the Board of the company instated G.V. Prasad, the son in law of Dr. Reddy as the Chairman and Chief Executive Officer (CEO) and K. Satish Reddy, the only son of Dr. Reddy, as the “Vice-Chairman” in addition to his role of Managing Director and Chief Operating Officer (COO).
The appointments triggered a barrage of media and analysts comparing Prasad with Dr. Reddy and raising doubts about the continuity of Dr. Reddy’s principles within the company and the relationship between Satish and Prasad.
While Prasad had been with DRL for more than 25 years by then, Dr. Reddy’s shoes were rather big to fil in. He acknowledged that a lot needed to be done to fulfil the dreams of Dr. Reddy.
Dr. Reddy passed away on March 15, 2013. Within a fortnight of his demise, the Board of the company instated G.V. Prasad, the son in law of Dr. Reddy as the Chairman and Chief Executive Officer (CEO) and K. Satish Reddy, the only son of Dr. Reddy, as the “Vice-Chairman” in addition to his role of Managing Director and Chief Operating Officer (COO).
The appointments triggered a barrage of media and analysts comparing Prasad with Dr. Reddy and raising doubts about the continuity of Dr. Reddy’s principles within the company and the relationship between Satish and Prasad.
While Prasad had been with DRL for more than 25 years by then, Dr. Reddy’s shoes were rather big to fil in. He acknowledged that a lot needed to be done to fulfil the dreams of Dr. Reddy.