This case concerns a patriarch managed family business based in India, which seeks to professionalise its management. The company that is the subject of this case is real, but names and facts have been changed to disguise the identity of the company and protect the privacy of individuals. The business is a large pharmaceutical manufacturing company with factories in multiple locations. Two generations of the family are working in the business and they hire a professional CEO. The case deals with the hiring process and the induction of the CEO into the culture of the firm. Things seem to be going well, but the CEO leaves soon after being hired. The case could be used to examine why efforts to professionalise fail in family businesses. The case also looks at sibling rivalry, family business dynamics, communication, nepotism, and organization structures within family businesses. Students will be asked to reflect on the process of hiring professionals in family businesses, to consider the roles and the challenges they face, and how businesses can work with these “outside” professionals to help them acclimatise to the company.
This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.
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