ISB’s PGP MFAB Helps Shape the Next Generation of Family Business Leaders

Why It Matters

Family enterprises drive the majority of India’s GDP and employment; equipping successors with modern leadership tools safeguards continuity and fuels growth across the economy.

Key Takeaways

• 15‑month modular MBA tailored for family enterprises
• Curriculum covers succession, governance, finance, innovation
• Learn‑while‑you‑lead model lets participants apply concepts instantly
• International immersion provides global family business perspectives
• Alumni network connects over 1,000 family‑business leaders

Pulse Analysis

India’s family‑owned firms account for roughly 70% of the nation’s industrial output and employ a sizable share of the workforce. Yet many of these enterprises face a critical inflection point as the second and third generations assume control. Traditional governance structures often clash with the fast‑changing digital landscape, creating a gap between legacy values and contemporary market demands. Addressing this gap requires a dedicated leadership pipeline that blends respect for heritage with rigorous, data‑driven management practices.

ISB’s PGP MFAB answers that need through a hybrid, modular format that lets executives remain embedded in their businesses while pursuing advanced study. The program’s curriculum is built around succession planning, strategic growth, financial stewardship and innovation, all delivered via live case discussions, business simulations and a signature Managing Growth Practicum. Participants conduct a deep diagnostic of their own firms, crafting actionable interventions under faculty guidance. An international immersion module further broadens perspectives, exposing leaders to best practices from family enterprises worldwide and enabling cross‑border idea transfer.

Beyond the classroom, the programme’s alumni ecosystem offers a strategic advantage. Graduates join ISB’s broader network of 20,000+ professionals, including more than a thousand family‑business leaders, fostering mentorship, partnership and deal‑flow opportunities. For investors and policymakers, the emergence of professionally trained successors signals stronger governance, improved capital efficiency and heightened resilience in a sector that underpins India’s economic engine. As the Class of 2026‑27 enrolls, the ripple effect is likely to be a more agile, growth‑oriented family‑business landscape capable of sustaining its legacy while embracing future challenges.