CasesNupur Pavan, Bang; Ramachandran, Kavil. "The Unfinished Agenda: Dr. Reddy's Laboratories Ltd", Harvard Business Publishing, 2018Read Description >Close >Discipline: Entrepreneurship
Industry: Pharmaceuticals
Length: 16p
Subjects covered: Corporate governance; Entrepreneurship; Family businesses; Family-owned businesses; Generational issues; Leadership; Leadership & Managing people; Stewardship; Succession issues
Publication Date: December 5, 2017
Dr. K. Anji Reddy founded Dr. Reddy's Laboratories Ltd (DRL) in 1984. Since then, the company had grown to become one of the largest pharmaceutical companies in India. The company professionalized early on, and over the years, the family members defined and refined their roles for the efficient running of the company. Dr. Reddy passed away on March 15, 2013. His son-in-law, G. V. Prasad, had been with DRL for more than 25 years by then. Prasad acknowledged that a lot needed to be done to fulfill Dr. Reddy's dreams. He had been contemplating his own future role in the company and the need for a smooth succession. But who would succeed him? What would be the qualities of the person who would succeed Prasad, a passionate member of the founding family of DRL? Would a non-family CEO be a suitable replacement?

Learning objective:
The case takes the audience through the journey of an entrepreneur-driven company that transforms itself into a professionally run multinational company and the involvement of the next generation of the family members in the business. A few specific teaching objectives are to understand how family-controlled entrepreneurial ventures are transformed into professionally managed, well-governed organizations and understand the challenges of building the foundations of a lasting organization.

CasesRamachandran, Kavil.,Bhatnagar, Navneet. "Aurobindo Pharma Gearing Up for the Future", SAGE PUBLISHING, 2018
CasesManikutty, Sankaran., Ramachandran, Kavil. "Aravind Eye Care System – Retaining the Legacy", Harvard Business Publishing, 2017Read Description >Close >The case deals with multiple challenges faced by Dr. Nam, the second generation head of Aravind Eye care, a social enterprise providing eye care in India. His goal of setting up 100 eye hospitals had hit a road block as a number of new private eye hospitals had come up. The owner family had grown into its fourth generation and branched out. The next generation had grown up with different aspirations. Their career path were not likely to be similar to that of their previous generation. Dr. Nam realized that he had a lot to do within a short period of time to keep the legacy and growth intact.

CasesMehrotra, Sonia., Ramachandran, Kavil. "Eastern Condiments Private Limited The Changing Curry Company", Ivey publishing, 2017Read Description >Close >In 2015, Navas Meeran (46), Chairman, and Managing Director, Eastern Condiments Private Limited (ECPL), had taken an early sabbatical from company operations. A year agoearlier,he had appointed his younger brother, Firoz Meeran, as the Managing Director of the company. ECPL, the flagship company of the INR 8.00 billion, family managed Eastern Group headquartered in Kochi, India,which was engaged in manufacturing and marketing of spices, blended spice powders, pickles, breakfast staples and beverages both in both the domestic and international markets. The company,started began as a small shopset up in 1961 by their father M.E. Meeranin 1961. It had grown to record revenues of INR 5.60 billion in 2014. Navas was had been instrumental in the growth and professionalization of the business by bringing in non-family professionals, introducing state-of-the-art systems and processes in manufacturing, and nurturing the values of compassion and loyalty as that his father hadfollowedinstilled across the organization by their father. Firoz had got involved in joined the business in 2008. Though he was pleased happy with the company's business performance under Firoz's leadership, Navas was uncomfortable with the pace and process execution of major organizational changes brought about that by his brother had instituted in the past over the past one year. He was worried about Firoz’s aggressive approach; the speed of the internal changes made Firoz had made by him to tap the external market opportunities had resulted in 10 -15% attrition at all levels in the organization. Was it right for a traditional familyrun business bred on aculture of compassion and loyalty to make a sudden shift to ametrics-based performance culture? Should the focus not be on nurturing loyalty as an important component of company culture, along with competency and meritocracy,, for the longevity of a family run business? Will Would Firoz’s efforts to transform the company as into a professional organization ultimately sustain the growth of the business? Was there a need to both cultivate both, professionalism as well as and reward loyalty across the ECPL value chain? Can Could a company based out of atier two Tier 2 city like such as Kochi be able to attract high-quality talents easily? These were some of the questions that worried Navas. The case is structured to achieve the following pedagogical objectives: a) To understand the challenges of professionalization of a family run business. b) To discuss the role of organizational values while achieving professionalization.

CasesRamachandran, Kavil., Bhatnagar, Navneet. "Ketan Logistics: Charting The Next Route", 2016Read Description >Close >This case is about the dilemma faced by a next generation member whether to continue working for his family business or venture out on his own. Both alternatives have strong positive and negative implications. Rohit was a third generation member who jointly headed the western India unit of his family business, Ketan Logistics Limited (KLL). Rohit’s grandfather, had setup KLL in 1986. Over the years, the company expanded its fleet, acquired license to operate freight trains, diversified into ocean freight and transportation of large industrial equipment and food products. By 2014, it had become an integrated, multimodal logistics provider to business customers. KLL’s operations were divided into four geographic zones, each headed by a senior family member. KLL took several measures to professionalize operations, like: deployment of enterprise resource planning (ERP) software, adoption of a code of conduct and organization of employee training and workshops. After completing their studies, all next generation members except one joined KLL. Some of them like Rohit had high aspirations and wanted changes at KLL but often faced strong resistance from seniors. Accumulated frustration in the next generation led some to consider venturing out at different points in time. For Rohit, his close friend had recently come up with an attractive proposal to fund the entire new business that Rohit had in mind with 50% sweat equity for Rohit. He was emotionally connected to his father and other family members and did not want KLL to suffer but was worried about his own future as well. He would not get such an opportunity again easily. For Rohit, it was a tough choice to make.

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