Most family businesses do not survive beyond two or three generations. One of the main reasons for this short lifespan is the lack of governance mechanisms in family businesses. With better family governance, business development becomes a richer experience and continuity is ensured across generations. This case is about an Indian family business, GMR Group, which was established a quarter-century ago, and by 2010 had become one of the major diversified infrastructure organizations in the country, with large-scale interests in infrastructure (energy, roads, and airports) and manufacturing (agri-business, mainly sugar). Since its founding, the Group had come a long way, from an independent proprietary enterprise to a family-owned holding corporation with several companies under its control, along with external stakeholders. The growth of the group had been led by the entrepreneurial zeal and organizational capabilities of its founder, G.M. Rao. Having seen many family businesses breaking up for lack of adequate governance mechanisms, Rao led the way for the writing of his family business's constitution with the help of several experts in 2007. The writing process of the constitution and the policies and processes developed were optimal for maximizing GMR's performance and the family's prosperity in current and future generations. This case captures the essential processes and outcomes of writing a family business constitution.

Most family businesses do not survive beyond two or three generations. One of the main reasons for the short life span of family businesses is due to the lack of governance mechanisms in the family. With better family governance, business development becomes a more enjoyable journey and ensures continuity of the business across generations. This case is about an Indian family business, GMR Group, which was established a quarter century ago, and by 2010 became one of the major diversified infrastructure organizations in the country with large-scale interests in infrastructure (energy, roads and airports) and manufacturing (agri-business, mainly sugar). Since its founding, the Group has come a long way, from an independent proprietary enterprise to a family-owned holding corporation with several companies under its control, along with external stakeholders. The growth of the group has been led by the entrepreneurial zeal and organizational capabilities of its founder G.M Rao. Having seen many family businesses breaking up for want of adequate governance mechanisms, Rao led the way for the writing of his family's constitution with the help of several experts. The entire family spent many hours, and after several rounds of iteration created and signed a constitution in 2007. The writing process of the constitution, and the policies and processes developed were optimal for maximizing GMR's performance and the family's well-being in current and future generations. The case captures the essential processes and output of writing a family constitution.

There are not many families in the world that can claim continuity of existence for over 76 generations in business or otherwise. Families that survive over the long term tend to have strong values that are in line with the basic principles of trusteeship — to preserve and grow wealth (both material and otherwise) for the benefit of future generations. This case is based on the history and current challenges of the Mewar dynasty, who ruled part of India for 13 centuries. The family must consider the issue of succession and continuity in its palace hotel business and non-commercial activities.

There are not many families in the world that can claim continuity of existence for over 76 generations in either business or otherwise. Families that manage such a feat tend to have strong roots of values and culture that are in line with the basic principles of trusteeship - to preserve and grow wealth (both material and spiritual) for the benefit of future generations. This case is based on the history of and current challenges faced by such a family, the Mewar dynasty from India.

A successful third-generation family business explores whether or not to continue in business as a family into the fourth generation. If they do decide to move forward as a family business, how can they cultivate knowledge and interest among the forty-plus fourth-generation family members?

A family media enterprise with very strong family culture and values is in the third and fourth generations of ownership and governance. They face a crisis when a large number of family shareholders want to cash out their shares. What led to this situation? How could it have been avoided? How should it be resolved?

A second-generation, multi-billion-dollar Asian family business, run for decades by six brothers, faces issues of ownership, family employment, management, leadership, governance, and succession as it transitions to the third generation of siblings and cousins.

As surveys highlight, most senior business executives are dissatisfied with the value their organizations are deriving from investments in information technology. What is often forgotten is that IT in itself has no inherent value. This value must be unlocked, and only business executives and users can do this. Although most IT investments are often accompanied by a technology implementation plan, few organizations ever construct a plan focused on realizing the business benefits. Explores how organizations can unlock business value from their IT investments by adopting a two-stage view of implementation. This model distinguishes between "problem-based" interventions and "innovation-based" interventions. Unlocking business value from IT investments is a journey not a destination and this journey requires careful planning.