In this Walk the Talk on NDTV 24×7 with The Indian Express Editor-in-Chief Shekhar Gupta, Tata Consultancy Services CEO
Natarajan Chandrasekaran talks about re-imagining governance and why he believes in the concept of a unique identity.
Your profits have jumped from Rs 5,000 crore to Rs 19,000 crore. Your market cap has gone from $ 12 billion to $ 72 billion, six times in dollar terms. Next year, you will be the most profitable company in India. You have the highest market cap for a company in India, the most valuable company in India. You have signed a joint venture with Mitsubishi recently. This is a whole bunch of good headlines for TCS.
Yes, we have had a fantastic run. TCS always had great strengths. We have great people and enormous capabilities in terms of tools, technologies and methodologies that we have built over a long period of time. If you see the TCS business model, we have worked with leading companies in every industry in the markets in which we serve. We have a fantastic global footprint and really fantastic clients. I think we have tried to bring it all together nicely and it seems to have worked.
How is the TCS business model different from, say, other well-known IT brands in India — Infosys, Wipro? Or are you doing more of the same thing?
Every company has a different strategy. It could be in terms of the customers you serve, the markets you serve, the type of portfolios of services you bring together and your philosophy and then, a company culture. There are many aspects in the services sector that differentiate one company from the other.
But is there also a distinction in the creative input, in the products that these companies offer?
Yes and no. If you really look at it, there are certain parts of our business which are identical. In the sense that we do similar type of service plans…
That is the outsourcing part.
You call it application management or application development, etc. And if you take some other parts, like, for example, solution in a banking sector, some of us do it and some of us do not. Sometimes we take a call that this market is very important and we are going to go and build a business in this market. Say, for example, we took that call in Latin America in 2002, continued…
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