Indian companies have a very exciting global opportunity, Indian companies are well-respected globally, doors of business are more open. So that has been a focus for us, how do we globalise faster?
There is a long history of founders returning to companies and doing great things. Founders are able to set the vision for their companies with an authority no one else can.
The best software companies in the world are the Indian companies like the Tatas, Infosys, and others.
I think that we can all learn from what smart companies are doing. My objective is to demonstrate what's possible, even during tough economic times. This is a period of great business dislocation, but that means it's also the time to try new things. This will be a challenge for existing companies. But the behaviors of smart companies can be learned.
We passionately set up a programme that we call the Indian gun programme. I challenged Colonel Bhatia, who heads our defence business, that let's build an Indian gun. There's a belief that Indian companies aren't capable of this, and we want to prove them wrong, as we did in components.
We need to create brand institutions. In the fortune 500 companies, 5 Indian companies are named while 15 are from China though we have similar kind of populations.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
European and American companies companies do create jobs for some people but what they're mainly going to do is make an already wealthy elite wealthier, and increase its greed and strong desire to hang on to power. So immediately and in the long run, these companies - harm the democratic process a great deal.
Companies watch what consumers are doing like a hawk. Just as one letter to a politician can signal an insipient problem, for companies, a trend where people are beginning to switch away from one of their key products to a rival offering on the basis of either claims or real improvements on performance, that's significant.
Global companies can raise capital much easier than local Indian companies can because they have access to many more markets than we do, and this ends up distorting competition.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
There has to be a period of consolidation in the IT industry. Similarly in pharma, I think India is going to be a world power. We have the lowest cost, good technology, Indian companies are gaining size.
Companies that have been built and operated for a long time are the most successful companies.
Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines—habits—that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done.
I believe companies like ours are going to be as large as media companies and social networking companies that are valued in the tens of billions of dollars.
If you think about companies that were built in Silicon Valley, a lot of them early on were chip companies. And now the companies that are there, like Apple, are much more successful than any of the chip companies were.