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?
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.
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.
Each quarter, Indian IT firms publish their results, and these are broadcast on CNBC. From the comfort of their boardrooms, executives say how many new employees have been added, how many more Fortune 500 companies have been signed up as clients, how many million-dollar companies were added, and so on.
The focus of our public discourse has been on how American companies are competing with Japanese, German, and other foreign companies. What this allows us to ignore is how each of those American companies is really in competition with the families of the workers. That's the real competition.
With liberalisation, Indian industry gained international exposure because of which it became imperative for companies to rework their strategies to become globally competitive.
Be proud that thou art an Indian, and proudly proclaim, "I am an Indian, every Indian is my brother." Say, "The ignorant Indian, the poor and destitute Indian, the Brahmin Indian, the Pariah Indian, is my brother."
The best software companies in the world are the Indian companies like the Tatas, Infosys, and others.
Normally, Indian companies follow the trend set by companies abroad. There is usually a long lag period.
More reforms will give more impetus to German industries to invest in India. German companies want to be treated on par with Indian companies, and creation of an equitable market is crucial for investments.
It's much easier for non-Indian companies to raise capital because they have profitable markets elsewhere. You might call it capital dumping, predatory pricing, or anti-WTO, but it's a very unfair playing field for Indian startups.
Very soon, most companies will need to have a global operating model - even if you only sell locally. Even mid-sized companies will source globally. Knowing how to operate in this environment will be critical. We need to train managers and leaders to become citizens of the world.
I don't think Indian e-commerce companies have an evolved business model.
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.
I want to get rid of the Indian problem. [...] Our objective is to continue until there is not a single Indian in Canada that has not been absorbed into the body politic and there is no Indian Question and no Indian Department.
It is clear that through the partnerships between Global Cool and the International Indian Film Academy, Indian cinema has the potential to provide great leadership by exciting its enormous and enthusiastic audience to do their bit to save the planet
Frankly, I don't know how many companies there are, globally, which are truly global.