India’s largest pharmaceutical companies, such as Sun Pharmaceutical Industries Ltd and Torrent Pharmaceuticals Ltd, are preparing the next generation of their promoter families to take over the reins. Recently, Torrent Pharma announced the appointment of Aman Mehta, son of chairman Samir Mehta, as managing director, while Sun Pharma appointed Vidhi Shanghvi, daughter of founder Dilip Shanghvi, as a whole-time director. This trend is not limited to these companies, as other pharma firms like Lupin Ltd have also seen the next generation of their promoter families take charge.
Experts believe that such successions must be planned with foresight, factoring in ideal transition times, grooming, and the role of other veteran executives in shaping up the incoming leaders. A good template for succession planning is one where there is a fair bit of overlap between the senior generation and the next generation, allowing the next generation to experience different parts of the business. Aman Mehta, for example, has been involved with Torrent Pharma’s India business and played a key role in the integration of the Unichem Laboratories Ltd acquisition.
Similarly, Aalok Shanghvi, son of Dilip Shanghvi, has handled various roles in marketing, research and development, and project management, and has headed Sun’s business in Bangladesh and emerging markets. Vidhi Shanghvi began her career at Sun Pharma in 2012 as a brand manager and took over as business head of the company’s consumer healthcare business in 2015.
Experts emphasize that promoters need to groom their progeny from the shop floor, exposing them to internal and external stakeholders, and plan the role of incumbent senior executives in the transition process. An ideal transition would involve a transition of erstwhile leadership as well, with some stalwarts remaining in advisory positions. Empowering the successors, whether family members or professional teams, and ensuring they understand the company’s needs is crucial for the continuity of a successful business.
However, corporate successions can be tricky, and India’s corporate landscape is riddled with high-profile family disputes, even in instances where promoter families had drawn up legal frameworks to ensure a smooth transition. The challenges for the next generation include developing their own styles and strategies while continuing the company’s growth and legacy, and retaining the differentiating factor or competitive edge of the company. For companies facing a vacuum in finding successors from within the family, the focus needs to be on bringing in professional talent who align with the firm’s culture and vision, while fostering loyalty and longevity in leadership. Ultimately, empowering the successors and ensuring they understand the company’s needs is key to a successful transition.