Nikhil Inamdar is a business correspondent for the British Broadcasting Corporation.
At the annual general meeting of his retail-to-refining conglomerate in August, India's richest man gave clear roles to each of his children.
The younger son of Mr. Ambani, Anant, is being groomed to handle new energy.
Reliance is one of India's most valuable companies and has been in the works for a long time. The particulars of the wealth transfer are shrouded in mystery.
The acrionious inheritance battle he waged with his younger brother 20 years ago, after their father died without leaving a will, is what is noticeable.
The role that other women from her family have played in the core business has largely been ignored by Isha.
There has been a shift in the number of prominent Indian industrial families bringing women into the office over the past two decades.
Reliance's chairman and managing director, Mr. Ambani, could have spent more time with his family before getting into the public eye.
Prof Ka says that he represents a new generation of family business leaders in Asia who have witnessed succession feuds and want to make the journey for their children smooth.
India Inc has seen a number of rancorous succession battles, from the Singhania family that runs the Raymond Group to the group that owns Land Rover. These have led to lawsuits that have been costly to shareholders.
Experts say that wealthy Asian families are often bitten twice by shyness.
Hubbis says that the issue of intergenerational wealth transfer isgaining more significance in a Covid-19 context.
While less than half of Asian families have succession plans in place, the Pandemic has encouraged 84% of India's ultra-wealthy to reexamine how they will transfer their wealth.
It seems that the role of women in succession plans is being reexamined.
"They are first among equals in a young team of leaders and professionals who are already doing amazing things at Reliance," Mr Ambani said in his speech.
Isha's rise as an equal to her brothers is a clear shift from her older female relatives, who got married into other business families before the inheritance dispute split the Ambani family.
Ms Ambani is a graduate of Yale and worked at McKinsey.
This gender shift is likely to have a strong messaging effect because of the influence the Ambanis have.
It is a significant move that will set the tone for other business families. He has been helping family-owned corporations with their succession plans.
A new generation of women from major business families are taking on leadership roles. One of the country's oldest diversified conglomerates is led by Nisaba Godrej, and she is one of at least half a dozen others.
More women are accessing higher education and traditional joint families are giving way to nuclear ones are some of the factors behind the change.
The managing director and CEO of Welspun India, part of the $2.7 billion Welspun Group, says that more women are speaking out about their rights and capabilities.
After her children grew up, Ms Goenka decided to study management at Harvard Business School.
There is much more to be done.
According to a study, eight in 10 families in India still harbour a bias towards sons. Wealth distribution between daughters and sons is not equal.
It is difficult for Indian women to break through the glass ceiling, as shown by the bitter public battle for a board seat by a descendant of the Murugappa Group.
Legal changes made to Hindu succession laws have helped smooth the way for women. Women are required to be included on company boards.
This is a battle against patriarchy, and it has just begun.
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