Indian Family Businesses Shift as Heirs Prioritise Choice Over Obligation
| 2025-05-20
Indian family businesses are placing growing trust in the next generation, but fewer heirs feel compelled to take over operations, according to a new report by HSBC Global Private Banking.
A new HSBC survey finds most Indian heirs feel little obligation to join family businesses, signalling a shift in succession trends despite strong legacy trust.
Indian family businesses are placing growing trust in the next generation, but fewer heirs feel compelled to take over operations, according to a new report by HSBC Global Private Banking.
A survey conducted among approximately 200 high-net-worth Indian entrepreneurs, each with at least US$2 million in investable assets, revealed a widening gap between legacy expectations and the personal ambitions of heirs. Only 7 per cent of respondents said they felt obligated to join the family enterprise, despite 79 per cent of business owners planning to hand over control to family members.
The findings form part of a wider study,Family-owned Businesses in Asia: Harmony through Succession Planning, and come as India braces for an unprecedented intergenerational transfer of wealth estimated at US$1.5 trillion — more than one-third of the country’s gross domestic product.
A Changing Approach to Succession
Although succession within families remains the dominant model, the report signals a transition toward more flexible, values-based decision-making. Heirs, particularly those raised in urban environments or with international education and exposure, increasingly feel empowered to explore careers beyond traditional family roles.
According to the report, 83 per cent of Indian heirs felt free to pursue other interests when they first assumed business responsibilities. Furthermore, 95 per cent reported feeling supported by the older generation — a sentiment notably stronger than the global average of 81 per cent.
“There is trust in the next generation to uphold the values and culture of the family business,” said Sandeep Batra, Head of International Wealth and Premier Banking at HSBC India. “But there is also a need for open communication and robust succession planning.”
Strong Trust, Weak Obligation
Despite the low sense of obligation, Indian entrepreneurs continue to express confidence in their children’s abilities. The report found that 88 per cent of business owners trust the next generation to manage family wealth effectively, suggesting that trust is decoupled from any expectation of compliance.
Meanwhile, 45 per cent of respondents said they do not expect their children to take over the family business at all — a significant figure in a country where family-run enterprises contribute approximately 79 per cent to the national GDP, one of the highest such proportions globally.
These findings contrast sharply with trends in other parts of Asia. In China, for example, 60 per cent of heirs feel obligated to enter the family business, compared to just 7 per cent in India. In Hong Kong, only 44 per cent of entrepreneurs plan to keep their businesses in the family, suggesting more widespread openness to external succession or sale.
India’s Wealth Transfer Moment
India's business landscape is poised for a generational transformation. According to wealth research firm Hurun, nearly 70 per cent of India's 334 billionaires are preparing to transfer their wealth in the coming years. As such, strategic succession planning is gaining prominence.
Industry analysts suggest that this shift is being shaped by a mix of socio-economic factors, including globalisation, a maturing financial advisory sector, and evolving aspirations among younger Indians. The HSBC report underscores that aligning legacy with individual autonomy is becoming a cornerstone of succession discussions.
“India’s family-owned businesses are balancing legacy preservation with modernity,” said Mr Batra. “By integrating sound financial advice, families can safeguard their legacy and plan for sustainable growth.”
Tradition Meets Transition
Family businesses have historically served as the backbone of India’s economy, often passed down over multiple generations. However, rapid urbanisation, exposure to global markets, and increased educational opportunities have transformed the expectations of successors.
This evolution also mirrors a broader global trend: while trust in family-led management remains high, individual career freedom is now seen as a legitimate and respected choice. The Indian case is particularly notable for maintaining high levels of familial trust while simultaneously allowing younger generations more room to choose their own paths.
As India navigates this major wealth transition, its family business landscape appears set to blend traditional strengths with a more modern, individualistic ethos — a delicate balancing act that will shape the country’s economic future.
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