Business

I realised that my passion lay in the realm of high performance, irrespective of the context, and the sustainability of such performance was a fascinating query. This question is invariably present in the minds of leaders in great organisations.

Our company has always been guided by our foundational values: innovation, service, quality, and thought. We believe in embodying these values through our actions, rather than merely discussing them.

We quickly adopt technologies we see potential in and dismiss those that don't seem promising. Over the last five years, we have heavily invested in Artificial Intelligence, which has brought immense benefits to us and our clients.

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.

Rather than recruiting someone who assumes they've mastered it all, we seek those who regard their roles with awe. It's essential for us that they are moved by our journey and mission, and harbor an eagerness to learn, not just contribute.

Founder and CEO of Freshworks, cloud-based software company

I'm genuinely convinced that the upcoming decade will be the era of India as a product nation. The product revolution has begun, what we're terming as 'India SaaS' – the development of global SaaS products originating in India, not merely for the Indian market, but for the world.

Founder and CEO of Freshworks, cloud-based software company

By the time you've spoken to the 30th person, you'll have a good idea if your problem is substantial or not. Validation can be pretty straightforward. All it takes is communicating with people.

Co-founder of Waze, GPS navigation app acquired by Google

If you manage to attain product-market fit, you'll thrive, but if you fail, your venture will falter. It's that simple. Product-market fit boils down to creating value for your customers.

Co-founder of Waze, GPS navigation app acquired by Google

Customer retention is the solitary metric indicating product-market fit. If you offer value, your customers will return; if you don't, they'll disappear.

Co-founder of Waze, GPS navigation app acquired by Google

If you start with a solution, there's a risk you might construct something that no one finds useful, leading to immense frustration. But when you centre your efforts on the problem, it serves as the guiding North Star of your journey.

Co-founder of Waze, GPS navigation app acquired by Google

The most straightforward way to create value is to solve a problem. When you provide a solution to someone's problem, by default, you're generating value for that person. Consequently, my perspective is that this journey must always begin with a problem.

Co-founder of Waze, GPS navigation app acquired by Google

Throughout my career, my vision for the company has not changed – creating an institution. I find this the most challenging task, not just getting in the sales and growing year on year but creating an institution that is considered part of the family by those within it.

Chairman of Apollo Tyres, Indian businessman and industrialist

He approached me, asking what he should do, to which I responded, 'You're the boss. Why are you asking me?' My conviction has always been that it's crucial to operate this business as an institution; I don't have to always be glued to my chair.

Chairman of Apollo Tyres, Indian businessman and industrialist

Upon inquiry, I learned that we were using American technology, suitable for American roads but not Indian ones. So, the next step was understanding the market, and we went to the field, spoke to the truckers and understood their requirements and expectations.

Chairman of Apollo Tyres, Indian businessman and industrialist

I knew then that I was in for some serious challenges. Not only did we lack funding and morale among the workforce, but we were also lagging technologically. The first task at hand was motivating my team and providing a clear vision for our future, despite my limited knowledge of tyre manufacturing.

Chairman of Apollo Tyres, Indian businessman and industrialist

I often pose a critical question to businesses: if the economy began transitioning towards sustainability, would this be a boon or a bane for your business? If it's perceived as a threat, your paramount priority should be to modify your business model until this transition becomes an opportunity.