Chanda Kochhar Quotes
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She worked hard till she saw all of us through college and we became independent. I never knew that my mother had such a wealth of self-assurance and belief within her.
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Let me talk about what the banks are doing, and I think the banks have been working to make sure that, as much as possible, we move the currency to the smaller areas and to as many set of customers as possible.
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Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.
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There are lots of India-related business which is nourished overseas. I mean India-related business that is done off-shore. There are lot of funds that are invested in India and run by Indians but are being operated from outside, mainly because of the taxation laws.
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Innovation is a necessity.
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To reap this demographic dividend, we need to enable the youth to acquire skills required to get the job or become self-employed.
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We have no exposure in Europe and not made any finances to the companies there. So the question of Greek debt crisis impacting the bank does not arise.
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I thought work and family complete life. Aarti's enthusiasm and energy levels made me realise that life can be even more wholesome and fuller.
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It is always impossible to expect things getting done in 90 days.
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Moving from corporate banking to retail banking to international banking to supervisory roles has meant completely reinventing myself.
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I take all the stress on myself so everyone else can work without stress.
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I think we have to pick up some sectors where we can make India the global hub in the entire value chain, and the most important sector to pick up should be electronics.
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I was good with numbers.
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I believe Indian banks have a strong funding profile with largely deposit-funded balance sheets, a large physical presence to cater to the needs of customers, and ability to provide comprehensive solutions to customers.
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As far as the banking industry is concerned - and I am sure it must be true for various industries as well - is that the only thing that is constant is change. Your business models are changing, the customer demands are changing and the regulations are changing constantly.
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India did not innovate with the ATMs. But when we brought ATMs into India and made the machines talk in 15 regional languages to the people in rural India, we got millions of transactions on the ATM.
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Over the years, we have gone beyond our businesses to take up philanthropic projects in diverse areas - from education to health care to skilling.
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When I moved from consumer banking to international banking, I thought I brought a lot of insights from India we could implement globally.
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A leader has to find opportunities in any environment.
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Don't cut corners or compromise to achieve your dreams.
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We believe that rural India is going to be the next driver of growth. You cannot make money overnight there, as you have to set up infrastructure there; the value of transactions is lower - you need a few years before you can really make all those businesses profitable.
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What we see is that we actually have digital channels through which the customers interact, but we also take the absolute brick channels, which is the branch, and convert that experience into a more digitised experience.
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Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.
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As far as discom reforms are concerned, they have to be a combination of two parts. One is the existing balance sheet and, therefore, taking care of that. The second important is the reduction in losses going forward.