In the HBO Original Succession (2018–2023), Brian Cox portrays Logan Roy, the fictional patriarch of a multi-billion-dollar conglomerate, who resides in a cut-throat environment, pitting his children against each other to earn the position of heir to the empire.
The latter is more realistic in the community than most people would care to acknowledge.
Fortunately, we were able to dive in a little deeper through insights extracted from an episode of Aman’s Unfiltered Podcast featuring Harprem Doowa, founder of Eazy Digital. His experience in such matters provides a bit more context on one of the more nuanced topics in a desi household.
Additionally, keeping in respect with the sensitivity of the subject, a few members of the community share their two cents anonymously.
How is succession traditionally understood within the Thai-Indian community, particularly in family-run businesses?
Traditionally, success has always been viewed as continuation.
Grandparents would feel that because their legacy is being carried on, this fact alone would already be considered a success. Some may say it is the increase in wealth, or the subjective increase of the family’s respect in society, measured by good wishes and increased wedding invitations. But ultimately, I think it is a continuation.
What expectations are typically placed on the next generation? Do they feel chosen, obligated, or somewhere in between?
This act of ‘taking care’ of your children well beyond what Western cultures do is what makes it uniquely Indian/Asian.
While most think that this is a family obligation, the act of caring for one’s family also becomes more about building a lasting legacy. However, this “legacy” also places immense expectations on the younger generations.
Most don’t feel chosen; some may not even feel obligated, but they are made to feel lucky and thankful that their families look after them and their needs.
Children needn’t feel indebted to their parents for taking care of them. This is the parents’ job; they chose to bring you into this world. I’m not saying don’t be appreciative. I’m saying it is unfair of parents to set expectations that you are bound to them, because they took care of you.
It is a slippery slope.
At what point should families realistically begin succession planning, and who should be involved in those conversations?
Death is still a topic that is very taboo in our culture. It is not something that is openly discussed, even though it is inevitable for everyone.
Because this is seldom discussed, succession planning becomes almost like a surprise jack-in-the-box at the end of someone’s passing.
If these things were talked about openly prior to the passing away of a family patriarch, then plans could be made, conflicts could be resolved before legal battles, and relationships could be managed or mended.
Every family member should have a will, and this will should be disclosed.
It goes back to what I was saying earlier about how the previous generation struggles with open communication, and they lack the courage to discuss topics of potential conflict. It is almost as if it is better to keep the peace as opposed to tackling things that matter.
Unfortunately, I don’t think this is a case of faking it until you make it. It becomes more of a “fake it until the lawsuits begin”.
That being said, manage your expectations. Just because your family practices succession planning, it does not mean things will always work out in your favour, but your odds may look better.
How do families navigate situations where siblings or relatives have differing capabilities or ambitions?
Let me break down the technicalities of it.
There are ways you can manage family members running or starting different businesses or family members with different skill sets. Mechanisms exist in many corporations today to allow for the management of differing capabilities and ambitions, which include shareholdings that are separate from employees and the board of directors.
You can be a shareholder in a family firm and earn a dividend, but it does not mean you should have a say on how to operate the business on a regular basis.
As a shareholder, you have rights; these rights can be written down and agreed upon by all shareholders in a shareholder agreement. Something very common in both large and small corporations.
You can also have different structures of compensation based on commission, profit-sharing, base salary, benefits, and so forth.
Again, these mechanisms exist; all you need to do is sit down and talk to your family members about delegating.
I have heard comments before where people have told me we are not a big corporation, we are a family business, and we do not want to operate like corporations do.
Personally, I see this as a cop out. Saying this essentially means you do not have the courage to have an honest conversation.
Can succession planning strengthen family bonds, or does it more often expose underlying tensions?
It can do both, but at least having the discussion gets rid of the ambiguity of what the patriarch of the family would have wanted in most cases.
If discussed after the passing away of a family member, what takes place is the guesswork of “what their intentions were”, versus “what was documented”, versus “what was mentioned in passing”.
This is where the legal battles begin because there are no answers to be found.
If partake in succession planning beforehand, you could come to conclusions since all parties are present at the table.
If there are tensions, then let it be known that it is better to discuss than to let it simmer for decades until family relations become bitter and toxic.
What advice would you give Thai-Indian or Indian families who are hesitant to start these conversations?
I would advise families to contact a mediator or consultant, and speak to a lawyer who works for the family.
Consultants and lawyers are not only there when you need to go to court, but they can also be there to help mediate, document, and find a middle ground. They work solely for you, so whatever you tell them will not be divulged.
Most families are too worked up about sharing their private business matters with a third party that hiring legal assistance rarely occurs.
Unless, of course, you go to court fighting another relative, in which case everything is also shared with a third party, plus a judge, and potentially becomes public record as well.
So, it’s quite the oxymoron: they fear hiring a lawyer to tackle the problem, but instead seek a lawyer when the problem becomes unmanageable.
Female, 39
If you truly loved your kids, you wouldn’t hesitate to put in the work to have the conversations.
You wouldn’t put it on your children to figure things out. You know the train is going to reach that station. Do you want to crash into it and deal with mass casualties, or arrive with grace, peace, and love?
Male, 44
Succession often isn’t always about fairness—it’s often about which sibling was the favourite.
Sadly, it’s common for conflicts that tend to arise from the difference between fairness and favourites.
Female, 34
Emotional—not legal—succession.
Formal wills and estate planning are often avoided because talking about death feels taboo or disrespectful. Instead, decisions about who will take over, who will inherit, or who will be in charge are left to assumptions and unspoken expectations.
Everyone thinks they know how it will go, but when the time comes, the lack of clear conversation often leads to confusion and conflict.
They would rather have sibling disputes, property battles, or silent resentment that lasts decades.
Male, 37
The legal and financial aspects of death are unspoken because they are commonly perceived to be insensitive or selfish.
However, these conversations should be approached through a more practical lens, which is often overshadowed by emotional discourse.
Avoiding these discussions have longer-term repercussions because they can take a legal role when the person concerned is deceased.
We need to set aside the ‘feelings’ aspect of it and treat it like one of the many hard conversations that families built on trust and mutual respect grow stronger from.
Female, 40
We speak of respect, duty, and family honour, yet when it comes to inheritance, business transition, caregiving roles, or financial clarity, we fall silent.
But silence doesn’t preserve harmony. It postpones conflict.
Discussing succession is not disrespectful. It’s being responsible.
These conversations must happen while emotions are steady and relationships intact. Clear intentions protect dignity. Transparency prevents resentment. Structure safeguards love.
Succession is not just about assets. It is about preserving relationships.