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This article focuses on wealthy families in India and their efforts to remain powerful in 2005. Kumar Mangalam Birla was 28 when he inherited custody of his family's multibillion-dollar business empire. Through restructuring, streamlining the group's business portfolio, and imposing stricter management discipline, he has grown the business nearly fivefold. Family-run conglomerates remain the "backbone of the economy" and account for most of India's GDP, according to John Ward, family enterprise expert at Northwestern University's Kellogg School of Management. The prevalence and sophistication of India's established dynasties make doing business in Mumbai or Delhi feel different than in Shanghai or Shenzhen. India's business scions are at ease in Delhi or Davos, as adept at English as Hindi or Marathi, and thoroughly conversant in the language of modern management. Where China's state-owned companies have struggled to find their footing in global markets, India's family firms are quietly finding opportunities to leverage their wealth and business savvy overseas. For many, however, the greatest challenge lies--quite literally--at home. India's business press carries tales of family feuding on a daily basis. The creation stories of India's oldest business families are entwined with the nation's struggle for independence.

Profiles Mukesh Ambani, a businessman who runs the family-owned business enterprise Reliance Industries in India, along with his brother Anil. Battle between the brothers for the family company; Impact of the argument on Reliance shares; Claim of Mukesh Ambani that his father, Dhirubhai, anointed Mukesh to succeed him as chairman of Reliance; Statement that the Indian markets prefer Mukesh to his brother; Report that Reliance Industries' mobile telephone network is India's largest; Statement that Mukesh became a member of Prime Minister Manmohan Singh's council on trade and industry.

Focuses on Reliance Industries in India and how brothers Mukesh and Anil Ambani are expected to split the company apart. Relationship between the brothers; Speculation on how the company will be split; Reasons that the brothers are fighting; Intention of the brothers to make a complete break and form two separate companies; Stake that the family has in the company.

The article focuses on Reliance, India's largest business group, which is likely to be split in two later this year. That is the current forecast not only of many Indian bankers and analysts but also of the two camps representing Reliance's warring brothers, Mukesh Ambani, who controls the group, and his younger brother, Anil, who is trying to secure his share not only of the family's fortune but of management control. Since Mukesh made a remark to a TV channel about differences over ownership issues, the brothers have brought into the open a personal war that has been simmering in private for more than two years. Indian newspapers have been carrying front-page stories, many based on leaks--apparently from Anil's camp--about Mukesh's alleged corporate-governance misdeeds in Reliance Industries (RIL), the group's main quoted company, and in Reliance Infocomm, a telecommunications offshoot. Anil's aim appears to be to embarrass Mukesh to the point where he agrees to split the business empire on favourable terms. Anil's role in the group was reduced last year when he lost control of finance and media relations. He now only directly runs Reliance Energy, a power firm.

The article reports on the family gathering of India's business tycoon brothers Mukesh and Anil Ambani of Reliance group of companies in December 2011. It says that a day before the event, the shares of Reliance companies rose. Anil's Reliance Communications gained five percent on the hope that Mukesh's Reliance Industries would take a stake in its tower unit to launch broadband services.

The article focuses on family conglomerates in India. One key reason Tata Sons works is that it is not really a family company. Chairman Ratan Tata has no children. The conglomerate has moved so firmly to professionalize its management ranks that the only other Tata with a high post is Noel, a half-brother of Ratan who runs a retail business, and he is not seen as a viable candidate for the top job. Meanwhile many of the other clan empires that once ruled Indian business have crumbled or are in disarray. The Bajaj family, who run a multibillion-dollar conglomerate with holdings from autos and auto finance to sugar and cement, is in internal negotiations to settle a dispute with a younger son who wants to break out on his own. The tremors have been felt across India. Analysts say power struggles within the second and third generations highlight the need to plan more carefully for succession, to separate ownership from management and to professionalize the managerial ranks. The battle of the Ambani brothers of Reliance Industries is not an isolated case. They follow the five Modi brothers, who controlled a fast-growing conglomerate.

The article reports on the business conflict between the Bajaj brothers, Rahul and Shishir, in India. Accordingly, the brothers resumed their fight for separation whose representatives of both sides appeared before the company law board (CLB). Moreover, the brothers were given about two months by the CLB to amicably solve their conflict over the directorship and control of two of the family's holding companies.