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Professionalization of Sudarshan Chemical Industries
內容大綱
In 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 initiatives that had been undertaken at Sudarshan since 2003 to systematically professionalize the group. The vice-chairman could not help wondering whether the company was heading in the right direction. Should a family member always be the head of the business? What if the family member being prepared for the leadership role did not gain the acceptance of the family and non-family professionals to lead the business?
學習目標
Three-quarters of businesses globally are family businesses. Though widespread, many family businesses have short lifespans. Most do not survive beyond two to three generations. Of the ones that thrive, the primary reason for their growth and longevity is their professionalization.<br><br><br><br>This case has two objectives: 1) to highlight the importance of professionalization in a family business and 2) to discuss the process for effectively professionalizing a family business. The case will fit into any course on family business and entrepreneurship. It can be used in MBA and executive education programs, particularly in developing countries.