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This is a Simplified Chinese version. Bannari Amman Group (BAG) was one of the largest industrial conglomerates in South India with manufacturing, trading, distribution and financing corporations in the group. This group had the legacy of conducting business ventures over the past 40 years. Starting as a group of related and unrelated businesses in a purely family-owned entity, now the group had three publicly listed companies and over 15 family-owned businesses in its fold. Following the tradition that the eldest in the family headed the group, the group performed under the leadership of the chairman. The chairman of BAG had a day long meeting with the unit heads of BAG on January 6, 2011 to discuss their yearly performance and future plans for the business units. At the annual meeting, all unit heads had to make a presentation on the units’ performance along with a detailed business plan. This practice had been in place in the group since its inception. The chairman mused, 'Are the business heads capable of handling their units all by themselves?' Until now, he and his brothers had always been there to hand hold and provide guidance. He wondered, 'What was the appropriate method of hand holding for the new generation of entrepreneurs?' How would the unit heads act to optimize performance of their units? He observed that the business group’s units emerged as independent entities, but the businesses were complementing each other to a certain extent. This was especially true for the logistics. Due to this, the group’s businesses enjoyed an inherent advantage. As he looked at the challenges that the units would come across under new leadership in the forthcoming years, he was also aware of the need to develop the vision across the spectrum of units big and small, flagship companies and the smaller stragglers. The chairman looked for processes to keep the group synergies in place and identify the businesses that could be strengthened over time.