Chanda Kochhar Quotes
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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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I have it all because my children did not whine and cry when I was not there.
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Payments banks can also act as business correspondents of other banks.
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What's important is that we see each year what the opportunities are, and make use of the opportunity.
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When we in our sector talk of the adoption of Indian consumers to new products and innovative ways of doing banking, they always exceed our expectations.
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Mark-to-market losses are not real loss. It's a notional loss.
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ICICI Group has always been a catalyst in India's growth and continues to support the country in every sphere.
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The biggest challenge for me, for all of us, was that the consumer-credit market was very, very new for India and for ICICI. I was trying to create something that was not just new for me but absolutely unknown to the organization and the country as a whole.
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All three of us - two sisters and a brother - were brought up with an emphasis on academics.
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In India, we have the opportunity to give innovation the kind of scale that no other country in the world can. Innovation is a necessity.
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I take all the stress on myself so everyone else can work without stress.
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It's not that the regulator doesn't want the banking industry to grow. The growth of the industry has always been in relation to the GDP (gross domestic product) growth.
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I had to create a team of people who had worked in this industry for other banks. What I brought to that team was ICICI's strategic thinking, but when it came to domain knowledge or product nuances, I had to learn from the team.
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You have to handle the challenges and emerge stronger from them, rather than allow them to bog you down.
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What I was told by my parents was that, you know, take this inhibition out whether you're a girl or a boy. Basically, pursue your dream, and as long as you're a capable and hardworking human being, you will be able to follow and fulfill your dream.
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As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.
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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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Only if you aspire for more will you achieve more.
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We have to always set an aspiration for ourselves and then strive to get there.
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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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Getting small things like Visa or driving licence should be made easier as we, in financial service sectors, are dealing with financial regulations and tax constraints.
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It's not easy to have it all. Frankly, you know, you have to give as much to the career that the career requires and, at the same time, you have to give as much to the family as the attention that's required. But it can be done, yes.
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I always believe that, as you start out, while you should have a big dream - a big goal - but it's also important to move step by step. So, you know, frankly, if you ask me, when I started as a management trainee in 1984, I don't know that I really thought that I would become the CEO.
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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.