Introduction
The Good Indian Employee’s Guide to Surviving a Lala Company by Rajiv Gupta is a humorous yet eye-opening look into the inner workings of Indian family-run businesses. These “Lala companies”, as colloquially called, dominate India’s business landscape but come with their own quirks, power structures, and unwritten rules.
The book offers practical survival strategies for employees navigating these setups — from erratic decision-making to ego-driven leadership. In this post, we unpack its characters, anecdotes, and key lessons that every professional in India should know.
Whether you’re currently working in a family business, consulting for one, or just curious about Indian corporate culture, this summary captures the heart of the book — with stories that’ll make you laugh, groan, and nod in recognition.
Why I Picked Up This Book
My first brush with “Lala culture” was 24 years ago—just out of Delhi University, having dropped out of a Master’s in Physics. I got a short-term role with a well-known food company, tasked with selling corporate Diwali gifts in Okhla. No training, no team—just a brochure and a target.
I knocked on 100 company doors in a month and still fell short. The grilling I got from my manager (yes, a Guptaji) has stayed with me since. That brief but intense stint gave me lasting respect for anyone who’s worked in these family-run businesses.
So when I came across The Good Indian Employee’s Guide to Surviving a Lala Company, I knew exactly the world it was talking about.
About the Author
Rajiv Gupta is an experienced corporate professional and leadership coach who has spent years observing the often-overlooked but highly impactful world of Indian family-run businesses. Through vivid anecdotes and satire, he highlights how professionals can thrive — or barely survive — in such unpredictable settings. This is his first book, and it draws heavily from real-world encounters across multiple industries.
Key Takeaways
- Lala companies dominate India’s economy: While MNCs get the glamour, most Indian professionals end up in family-run firms — which account for nearly 70% of India’s GDP.
- Power is centralised and erratic: Lalajis often take decisions based on whims, ego, astrology, or family dynamics — not market logic or team consensus.
- Employees must adapt emotionally and politically: Success is less about skill and more about learning how to read power equations, avoid landmines, and build trust with the Lala’s inner circle.
Summary
1. Bauji & The Roots of Legacy
A classic story shared early on features Bauji who, despite owning a business that does crores in turnover, still signs every cheque himself and refuses to approve budgets for ergonomic chairs. When a young HR manager tries to introduce maternity leave policies, Bauji asks, “Was she pregnant when we hired her?”
2. Lalaji & The Ego of Insecurity
In one instance, a senior sales head is fired not for underperformance but because he received applause after a successful presentation that overshadowed Lalaji. Gupta notes, “Lalaji’s ego is like a banana—gets bruised easily.”
3. Muneem & The Silent CFO
An anecdote features a Muneem who knew every petty cash expense for the past decade. When a consultant recommended implementing SAP, Muneem resisted fiercely. “What will I do then?” he asked. Change often threatens legacy control.
4. The Chamchaa & The Politics of Proximity
One story reveals how a Chamchaa blocked a training initiative by whispering to Lalaji that “these workshops only confuse our people.” As a result, a much-needed upskilling program was dropped.
5. The Professionals & The Hopeful Misfits
A mid-career manager once tried to introduce quarterly goal-setting using OKRs. His team nodded in meetings but defaulted to waiting for Lalaji’s weekly WhatsApp diktats. Gupta writes, “You might be speaking Excel, they’re hearing family gossip.”
6. The Family & The Invisible Hand
A VP of Marketing quit after learning that every campaign had to be approved by Lalaji’s daughter-in-law, who had no role in the company but ‘liked colors.’
7. Work Culture: The Absence of Systems
Another instance details how a company had 50+ employees but no formal leave policy. Employees would “inform” the admin assistant, who would then “check the mood” of Lalaji before confirming approval.
8. Foreign Partners & Cultural Misunderstandings
Gupta recounts a failed joint venture where a European firm was shocked that their Indian partner altered pricing terms overnight because “Bhaiya from Delhi” called with a “better deal.”
9. Survival Playbook
One powerful tip comes from an executive who survived 10 years in such a firm: “Always copy Lalaji’s brother and cousin in emails. Decisions are often made in side-chats.”
📖 Stories and Real-Life Examples
The book is rich with true-to-life anecdotes that are funny, absurd, and tragic all at once:
- The All-Night Strategy Meeting – Where employees waited till 3 a.m. because Lalaji was out partying and didn’t bother to cancel.
- The Vendor Meeting Debacle – A top global vendor is made to wait for hours, only to be dismissed in 15 minutes because Lalaji was “busy.”
- The Hobby Project – A sudden brainwave leads to an international expansion spree, which ultimately fails due to lack of planning.
- The 10,000 Crore Plan – A consultant is hired to validate an unrealistic growth ambition, only to be dismissed when he presents facts.
- The COO’s Daughter’s Wedding – Lalaji promises to attend but doesn’t show up or send greetings.
- The Scions vs. Elders Conflict – Family infighting derails businesses and morale.
These stories aren’t just exaggerated tales—they reflect everyday struggles for professionals trying to bring structure to chaotic systems.
💬 Quotes Worth Noting
“The difference between a Lala company and a professional one? In a Lala company, your biggest achievement is surviving the week.”
“Strategy is whatever struck Lalaji in the shower that morning.”
“Lalaji wants professionals, but only the obedient kind. Like a tiger that doesn’t roar.”
“You don’t manage up in a Lala company—you navigate.”
“If someone says ‘treat this like your own company’—run.”
My Reflections
This book isn’t just funny—it’s revealing. The humour and chaos in The Good Indian Employee’s Guide to Surviving a Lala Company highlight a business culture that shapes 80% of India’s workforce and contributes 75% to the GDP, yet runs on instinct over structure.
Professionals entering these firms need more than technical skills. They need cultural intelligence, emotional savvy, and a deep understanding of unspoken rules.
Reading it was cathartic. Many stories felt familiar—versions I had lived myself. It was easy to laugh, but also to recognise the tension beneath the surface.
This isn’t just a book about surviving—it’s a field guide for thriving in unpredictable workplaces. For consultants, market entry advisors, or anyone working with Indian SMEs, this cultural fluency isn’t optional. It’s essential—for impact, influence, and peace of mind
Who Should Read It
- Professionals working in Indian SMEs or family firms
- Foreign partners, JV managers, or global consultants
- MBA students and young managers starting out in India
- Investors evaluating private Indian companies
- Anyone curious about the unspoken rules of Indian work culture
