New Delhi. The year 2025 was not just a year of business and growth for the Indian corporate world, but also became a period full of controversies and questions. Amidst big names, big claims and big capital, such cases came to light which exposed the weak links of the corporate governance and regulatory system. Sometimes a startup that emerged in the name of green mobility collapsed, sometimes the power tussle within the country’s most respected industrial group became public and in one case a family war over property worth billions reached the court.
Didn’t prove to be smart in business
BlueSmart, which promised to revolutionize the cab booking sector, initially delivered what users were missing from other cab companies. Clean vehicles, on-time drivers and assurance of green mobility through electric vehicles. The company was founded by Anmol Jaggi and Puneet Jaggi. Drivers were given facilities like fixed salary and medical insurance. The entire model of BlueSmart was based on Gensol Engineering, from where electric vehicles were taken on lease. At one time the company had a fleet of about 8,000 cabs. But the picture changed in April, when SEBI pointed out serious governance irregularities in Gensol Engineering and ordered a forensic investigation.
According to SEBI, internal controls in the company had completely failed and the promoters were accused of fund diversion. Investigation revealed that the money was used for personal items like a luxury apartment and golf equipment worth about Rs 26 lakh. After this, the entire system related to Gensol collapsed and BlueSmart ultimately had to face insolvency proceedings.
Power struggle in Tata group
Tata Group, which is counted among the oldest and most trusted industrial houses of the country, will also face uncomfortable situations in 2025. The differences that had emerged within Tata Trusts came to the fore in September. There was a clash between the groups of Trusts Chairman Noel Tata and former trustee Mehli Mistry.
The controversy intensified when Mehli Mistry and three other trustees voted in favor of removing Vijay Singh from the Tata Sons board. Vijay Singh is seen close to Noel Tata and Trusts Vice Chairman Venu Srinivasan. With his exit, the discussion about factionalism in the group intensified.
This controversy came to light about a year after the death of Ratan Tata, raising questions on the group’s consensus-based culture. The issue was not just about board representation, but there were also differences regarding the exit of Shapoorji Pallonji Group, which held 18 percent stake in Tata Sons. Ultimately Mehli Mistry resigned from the trust and said that he wanted to stay away from controversies that could harm the Tata legacy.
30,000 crore wealth and family fight in court
The third major controversy in Indian corporate corridors started after the death of a businessman. After the death of industrialist Sanjay Kapoor, a bitter fight broke out within the family regarding his property. The matter is of conflict between his third wife Priya Sachdeva and children from his first marriage with actress Karisma Kapoor.
The root of the controversy is a will, which Karisma Kapoor’s children Samaira and Kiaan have challenged in the Delhi High Court, calling it fake. Sanjay Kapoor’s mother Rani Kapoor has also raised questions on the will, in which assets worth around Rs 30,000 crore have been shown in favor of Priya Sachdeva.
The matter escalated further when Sanjay Kapoor’s sister Mandhira accused Priya of putting pressure on the family through money and legal maneuvers. He said that this conflict over property and inheritance is not just legal but is related to the identity of the family.
A year full of warnings for corporate India
These three stories of the year 2025 look different, but their message is the same. Be it a startup, a traditional industrial group or a private property worth billions, ignoring governance and transparency can prove costly. This year has come as a clear warning for corporate India, where strengthening the foundation of trust is no longer an option but a compulsion.
