A veritable prince of the realm in Korea and supremely well connected among the global elite, Lee, who has a net worth of around $8 billion, nevertheless is not widely known outside his native land. At home, Lee’s life as a single dad and the next-generation leader of Samsung makes him a boldface name. Even in Korea, however, it isn’t well understood exactly what he does. That’s partly because he has long been overshadowed by his larger-than-life father, Lee Kun-hee, chairman of the Samsung Group. ... The younger Lee’s profile is about to grow dramatically. In recent months he has made himself more visible, implicitly acknowledging that he is now the leader of the Lee clan and its business interests. The elder Lee, age 73 and Samsung’s chief for nearly 30 years, suffered a heart attack 14 months ago. He has been hospitalized ever since—at the same Samsung-owned facility where the MERS crisis began—and his condition is believed to be so grave that he cannot communicate and isn’t expected to recover. In other words, the man who built Samsung into a global powerhouse in everything from semiconductors to TVs to mobile phones has all but left the scene. And he has been succeeded—in actions, if not yet in title—by his relatively untested only son. ... A sense of healthy paranoia pervades Samsung that an insular mentality and a reliance on commodity products won’t serve it as well in the future as they have in the past. Samsung executives frequently reference the downfall of once-powerful Japanese electronics rivals such as Sony and Sharp.
In February he was installed as chairman of Tata Sons, the private holding company that controls TCS and hundreds of other businesses that make up the Tata Group, India’s largest and most venerable conglomerate—one that owns Western brands such as Land Rover and Tetley Tea. His appointment as chairman (which at Tata is essentially the CEO role) followed an abrupt board decision last October to sack Tata Sons’ previous chairman, Cyrus Mistry, a scion of the family that remains Tata’s largest private shareholder. ... Colleagues and investors hope Chandra can transfer to the rest of Tata some of the digital magic he sprinkled on TCS, where he tripled sales and profits during his seven years as CEO. But, as one might expect of a relentless marathoner, Chandra himself suggests that whipping Tata into shape will involve some grueling workouts. ... In an April town hall with executives from Tata companies, he stressed the importance of group unity and collaboration with a slide deck touting the virtues of “One Tata.” But in other meetings, that message has been twinned with a warning that the group must have clearer lines of accountability, and that Chandra will establish detailed metrics to evaluate the performance of the various operating companies.