Video Clips
This library of video clips enables educators and others to search for relevant interview clips by subject, industry, country, or any combination of all three. Users can also search by name to find all clips from a specific interviewee. The clips may be downloaded for academic research, teaching, and other educational use. Any other use, including
commercial reuse, web publishing, or other forms of redistribution, requires permission of
Harvard Business School. These clips are now being used in a new series of Harvard Business School cases on emerging markets. The first two deal with corruption and innovation.
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Results
Shinta Widjaja Kamdani
Shinta Widjaja Kamdani
Corporate Culture
Shinta Kamdani, owner of Indonesian-based consumer products and energy company Sintesa Group, describes the four E's of her corporate value system - empowerment, entrepreneurship, excellence, and empathy, which are derived from her family values.Duration: 02:11
Rahul Bajaj
Rahul Bajaj
Family Business
Rahul Bajaj, Chair of the diversified Bajaj Group in India, explains the different strategic visions of family managers and professional managers by considering the incentives and loyalty of each with reference to his own firm.Duration: 02:32
Patrick Chalhoub
Patrick Chalhoub
Family Business
Patrick Chalhoub, co-CEO of Dubai-based luxury retailer Chalhoub, discusses the phases of succession in his family business, including the handover from the founders (his parents) and the creation of a more professional co-managed firm he ran with his brother Anthony. Chalhoub also discusses the family’s business values that endured through these changes.Duration: 15:20
Dr. Mandu Chandaria
Dr. Mandu Chandaria
Family Business
Mandu Chandaria, Chair of the Comcraft Group in Kenya, explains the importance of maintaining consistency in one’s core values and that, in family businesses, these values extend both to company- and family-related matters alike.Duration: 01:16
Binod Chaudhary
Binod Chaudhary
Family Business
Binod Chaudhary, Chairman of the Nepal-based Chaudhary Group, describes his goal of avoiding the stereotypical story of a three-generation family business that is founded by the first, consolidated by the second, and destroyed by the third generation. He notes his inspiration from the House of Tata.Duration: 02:10
Dr. Nalli Kuppuswami Chetti
Dr. Nalli Kuppuswami Chetti
Family Business
Nalli Kuppuswami Chetti, Chair of Nalli Silk Sarees in India, described how he had to take over the family textile business at a very young age, and how he adhered to his father’s and grandfather’s conservative beliefs on how to run the business.Duration: 01:28
Adi Godrej
Adi Godrej
Family Business
Adi Godrej, chair of the highly diversified Godrej Group in India, describes the founding of the company by Ardeshir and Pirojsha Godrej, its beginnings as a lock-making concern, and its founders hope that it would contribute to an economically independent India.Duration: 01:28
Alberto Grimoldi
Alberto Grimoldi
Family Business
Alberto Grimoldi, President of the Argentina-based apparel and footwear company Grimoldi, S.A., describes the massive deterioration of the business under family leadership and his successful efforts, in the mid-1980s, to regain control, and bring professional management to the firm.Duration: 01:55
Rahmi M. Koç
Rahmi M. Koç
Family Business
Rahmi Koç, former Chair of of Koç Holding, the largest diversified business group in Turkey, explains the role of family members in monitoring the performance of professional managers, using his own company (with 70% family ownership) as an example.Duration: 03:05
Güler Sabancı
Güler Sabancı
Family Business
Güler Sabancı, chair of Sabancı Holding, one of the largest diversified business groups in Turkey, describes how her grandfather trained his children (including her father) to take over the family business and how he also inspired his granddaughter by bringing her to the factory at age 3.Duration: 01:43
