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  Seven live cases • Governance • Succession • Professionalisation • Reinvention A practical lesson from India for family enterprises in Africa and other emerging markets Family businesses are often described as organisations built on tradition. That is only half the story. The Indian experience suggests that longevity comes from a more demanding formula: preserve the family's purpose and ownership advantages while continuously changing the way the business is governed, managed and grown. The central paradox The family business that survives for generations is not necessarily the one that changes least. It is the one that knows what must never change — and what must. In the strongest Indian examples, family ownership gradually becomes separated from day-to-day management. Boards become more professional. Family members are expected to earn responsibility. Businesses are reinvented before they become obsolete. And succession is treated as a process rather than a ceremony. Why India ...