Although born into wealthy families, these women have burnt the midnight oil to transform challenges into triumphs and set up their own business empires and legacies
From left: Adwaita Nayar, Alisha Rafique Malik, Ananya Birla and Laksmi Venu. (Image: DC)
In India’s fast-paced business landscape, the children of industry titans often step into the entrepreneurial world with an inherent advantage — access to capital, connections, and an established reputation. However, their journey is not without obstacles. While some, like Isha Ambani with Reliance Retail and Adwaita Nayar with Nykaa, have turned their inherited privileges into thriving businesses, others struggle to carve a unique identity in an environment that often labels them as “Nepo Babies.”
Recently, Ananya Birla, daughter of billionaire Kumar Mangalam Birla, made headlines with her foray into the beauty and cosmetics industry. The 30-year-old entrepreneur, who previously founded a microlending venture at 17 and sits on the board of the $62-billion Aditya Birla Group announced plans to launch a range of beauty and personal care brands nationwide. According to a statement released by PTI, she believes in the immense potential of India’s beauty sector, which is expected to grow at 10-11% annually, reaching $34 billion by 2028.
But despite the undeniable advantages these business heirs possess, their entrepreneurial journeys are fraught with unique challenges —public scrutiny, sky-high expectations, and the pressure to outperform not just competitors but also their own family legacies. The Burden of Legacy
For many second or third-generation entrepreneurs, their biggest challenge isn't a lack of resources — it’s breaking out of their parents’ shadows. Take Navya Naveli Nanda, granddaughter of Amitabh Bachchan, who chose to launch her health and wellness platform along with taking her family-owned tractor business (Escorts Kubota Ltd) forward. Navya Naveli chose to be a young entrepreneur instead of entering the film industry. Similarly, Lakshmi Venu, daughter of TVS Motors chairman Venu Srinivasan, leads Sundaram Clayton, the auto component manufacturing arm of the group, a male-dominated industry where she has had to prove her leadership skills.
“Having financial backing and an established name helps in opening doors, but it also comes with unrealistic expectations,” says Sunil. S, a leading Chartered Accountant. “Stakeholders expect instant success, and any failure is amplified in the media.” The immense pressure and shadow of established parents from big business families have also led to several well-funded ventures failing to take off. Ashni Biyani, daughter of retail mogul Kishore Biyani, took charge of Future Consumer, but despite heavy investments, the company struggled with financial instability before Future Group faced major setbacks.
Even those who succeed often deal with “constant comparisons” to their parents. Nisaba Godrej, who now chairs Godrej Consumer Products, had to battle skepticism when she took over the business. Critics initially dismissed her as a token successor, but her strategic leadership and genuine commitment to the field of education has made her one of the most successful leaders in the corporate world. Nisaba’s strong support to the Godrej India Culture Lab which promotes inclusivity and diversity and its initiatives, especially regarding LGBTQ+ issues has made her a world icon. “She is warm, candid and genuinely believes in inclusivity and diversity,” says a former ivolunteer from GICL. Money & Success
It is often assumed that wealth equals automatic success, but history proves otherwise. Alisha Rafique Malik, who leads Metro, one of India’s leading footwear brands, had the resources to scale the business but faced stiff competition from international brands entering the Indian market. Similarly, Adwaita Nayar, co-founder of Nykaa, had her share of struggles despite the company being a household name. While her mother, Falguni Nayar, laid the foundation, Adwaita had to work extensively on Nykaa’s fashion division, competing with giants like Myntra and Ajio.
According to Anchal P, a Mumbai-based business analyst says, “Many of these young entrepreneurs inherit existing problems. They may have funding, but they also inherit large, rigid organizational structures that may not adapt well to new ideas.” This is particularly evident in family-run businesses, where older generations are often reluctant to embrace modern business models. Media Scrutiny
One of the biggest challenges for business heirs is the constant scrutiny by the media and consumers. The term “nepo baby” has become a derogatory label, implying that these entrepreneurs have it easy. However, the reality is far more complex. “People assume that just because someone comes from a wealthy family, they have an easy road,” says Priya Khanna, a business entrepreneur, who runs an independent thrifting and fabric business. But at the end of the day, customers don’t care about your last name — they care about the quality of your product.
This is especially true in industries like beauty and fashion, where branding and innovation are key. Ananya Birla, despite her family’s wealth, will have to differentiate her beauty brand from well-established names like Lakmé, Nykaa, and international players like Sephora. Biz Role Models
Many of these business heirs face setbacks before they find their footing. Ashni Biyani’s Future Consumer struggled, but she continues to be active in the retail sector. Similarly, Navya Naveli Nanda’s first venture in the healthcare space is yet to achieve mainstream success, but she remains committed to social entrepreneurship.
According to Anchal, “The key difference between those who succeed and those who fail is how well they adapt to modern business challenges. The days of simply inheriting a company and running it the old-fashioned way are gone.” Final Thoughts
There is no denying that entrepreneurs like Ananya Birla, Isha Ambani, Adwaita Nayar, Nisaba Godrej have advantages that most entrepreneurs can only dream of. However, their success is not guaranteed.
With rising consumer awareness, customers are no longer loyal to a brand just because of its legacy—they expect value, innovation, and authenticity. Business heirs who fail to understand this often struggle, while those who adapt and bring something fresh to the table thrive. As Ananya Birla enters the competitive beauty industry, all eyes will be on her to see whether she builds something truly innovative or simply rides on the family name. The future of business legacies in India will depend on how well these successors navigate both their privileges and the intense pressure.People assume that just because someone comes from a wealthy family, they have an easy road. The reality is far more complex.”
— Priya Khanna, business entrepreneur
India’s booming beauty and personal care (BPC) market is expected to reach $34 billion by 2028.
( Source : Deccan Chronicle )
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