Inheritance Dispute Shakes Indian Business Landmark Following Tycoon’s Untimely Death

The sudden death of Sunjay Kapur has ignited a significant inheritance feud within his family, drawing attention to the complicated nature of succession in Indian family businesses. As his mother, Rani Kapur, raises allegations around her son's death and the control of the family legacy, experts warn that such disputes threaten the stability of family enterprises in India.

Indian automotive giant Sona Comstar finds itself embroiled in a contentious inheritance dispute following the unexpected demise of its heir, Sunjay Kapur, who suffered a heart attack while playing polo in the UK this past June. The 53-year-old was part of a fortune valued at approximately $3.6 billion, which he inherited from his father, solidifying his family's status in one of India's leading auto component manufacturing firms.

Kapur’s passing has prompted intense media scrutiny and speculation concerning the future of his family’s business empire. Central to the conflict is Kapur’s mother, Rani Kapur, the former chairperson of Sona Comstar, who has publicly called the circumstances surrounding her son’s death into question. In a letter sent to the company’s board, Rani claimed that her son’s sudden demise was shrouded in “highly suspicious and unexplained circumstances,” despite the coroner's ruling attributing his passing to natural causes after a postmortem.

As the heated dispute unfolds, Rani Kapur has accused certain relatives of manipulating the situation to gain control over the family business during a time of grief. In her letter, she demanded that Sona Comstar's scheduled annual general meeting (AGM) be postponed for further family discussions regarding the succession. However, the board proceeded with the AGM, appointing Sunjay's wife, Priya Sachdev, as a non-executive director.

The family feud reveals underlying tensions regarding ownership and governance within family-run firms in India. Rani Kapur maintains that she holds a significant stake in Sona Group as per a will drafted in 2015, while the company has called her assertions false and emphasized her devoid status in management since 2019. The VM share structure suggests that public shareholders hold 71.98% of shares, complicating her claim to influence Sona Comstar.

Experts have noted that the ongoing feud is symptomatic of a larger issue plaguing family-owned businesses in India, where only 63% have established formal succession plans. The potential for disputes is exacerbated by the absence of clear ownership structures and merit-based involvement. Corporate advisor Ketan Dalal highlights that following the death of a family patriarch or matriarch, ownership disagreements often escalate, leading to detrimental outcomes for the businesses involved.

This battle echoes similar high-profile power struggles within Indian corporate history, such as the rivalry between Mukesh and Anil Ambani after the death of their father, Dhirubhai Ambani, in 2002. Therefore, the fallout from such disputes often extends beyond family dynamics, negatively impacting company valuations and shareholder confidence.

Though many families have learned hard lessons and are implementing dedicated succession planning—such as the Bajaj family or the Godrej Group—far too many remain entrenched in familial uncertainty.

Analysts advocate for governance structures that empower the next generation, emphasizing that timely preparation and the grooming of successors are critical to smooth transitions for family businesses. As this saga continues to unfold at Sona Comstar, the stakes remain high, with potential lessons for other family-run enterprises in India.