From 600+ conversations with the world’s leading thinkers.
Instead of looking at hoarded cash as being a 'rainy day fund' we need to view these balances as stores of economic growth. This cash represents potential investments, new jobs, new innovations and the potential for significant wealth creation and diffusion.
In my role, I assess new investments and innovations not just through financial lenses but also considering their societal and environmental impacts. This broader perspective is a key difference from the shareholder-centric approach. Another notable distinction is the focus in Silicon Valley on technological superiority, whereas in Japan, there's an intense emphasis on delivery quality and the customer and employee experience.
If you have a start-up, you start out with an idea, but in 6 months you realise 'that wasn't the right idea'. This is how truly creative companies work. Nobody can do that with EU funding because you are locked-in to your original proposal – and because of that no-one I know in the start-up world wants money from the EU.
On the one hand, Excel's oeuvre comprises of a string of box-office hits like Dil Chahta Hai, Don, Zindagi Na Milegi Dobara, Talaash & Fukrey. Alongside these blockbusters, Excel has also launched avant garde ventures like Gully Boy, India's first hip hop film and the official entry to the Academy Awards this year and Inside Edge, India's first original series on Amazon Prime Video that was nominated for the coveted International Emmy Awards under the Best Drama category in 2018.
Our core belief is in the immense potential of technology as a force multiplier, particularly when it's rendered accessible and intuitive. From the onset, we have viewed the internet through the lens of software, rather than merely brochureware. We view ourselves as an innovation agency, one that marries the spheres of art and technology.
I realised that games are a potent medium for crafting artificial experiences, offering an unparalleled avenue for exploration and learning. This realisation cemented my ambition to create games, driven by the belief in their profound capacity to encapsulate and convey experiences.
Since patenting sheepskin shoes or their design and feel wasn't possible, we adopted a proactive company mantra: we aimed to lead, to be the first out of the gate and then run faster. While presenting our latest products, my mind was already crafting the next year's innovations, things that did not yet exist and our competitors couldn't copy.
Having grown up and worked in this environment, I strongly believe there is a solution to everything as long as you are not willing to accept a status quo and constantly look for better results.
I was sitting on a train—the British invention that transformed trade and travel, and was embraced very early in the United States. In my hand was an iPhone – another revolutionary advance, this time created by Americans with its iconic appearance designed by an Englishman. There are countless examples like these.
Nobody will fund innovation in perpetuity – you need to make money; you need to deliver value to your customers. When people ask me whether we want growth or profit, I say yes! Both!
These are the kinds of digital services that have been technologically available for 25 years but just haven't been implemented anywhere. Basically, for scalability all you need is more servers.
Never was wealth the driver for me. – it was always hey, there's a cool idea here, let's make something of it. It was nice to be well rewarded, but the interesting part was working the problem, thinking about new things and how to bring them forward from being ideas to being products or new ways of doing things.