Quotes of All Topics . Occasions . Authors
Investment in infrastructure is a long term requirement for growth and a long term factor that will make growth sustainable.
I learnt to always keep my mind open to new ideas and looked at each new assignment as an opportunity to learn and prove myself.
To reap this demographic dividend, we need to enable the youth to acquire skills required to get the job or become self-employed.
Aim for the sky, but move slowly, enjoying every step along the way. It is all those little steps that make the journey complete.
We have to understand that India is a complex country. Everything takes time for the real impact to get translated to the economy.
I think competition is good. It finally delivers the best value to the customer, and I think it keeps all the players on their toes.
Moving from corporate banking to retail banking to international banking to supervisory roles has meant completely reinventing myself.
It's about maintaining balance. Plan better, be organised. I chose to be a working wife and mother. Why should I compromise on either?
Make sure you have that conviction to do what you know is right, and once you have it, don't let skeptics distract you from your path.
When people come and invest in India, they invest on a certain premise, and the fact that the very premise can change worries them a lot.
Clearly, for an organization to move on, it is the job of the leader to be that sponge that takes the stress from inside and the outside.
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.
When I moved from consumer banking to international banking, I thought I brought a lot of insights from India we could implement globally.
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.
The increase in coal production and the efficiency in coal movement are all administrative things that can add a lot to the economic growth.
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.
Over the years, we have gone beyond our businesses to take up philanthropic projects in diverse areas - from education to health care to skilling.
What my parents believed was that, you know, the best wealth they could give to us children was to educate us and, you know - give us that foundation.
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.
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.
The real underlying value comes if you can put a company back into a running state and it becomes a successful viable entity if it continues to repay loans.
I think it's important to celebrate your successes. It's important to feel happy about them, but it's equally important to look forward to the next big move.
What women need are not benefits and advantages but a merit-based selection process that will allow them to automatically benefit from various opportunities.
We believe the new banks will complement the existing banking system, and there will be opportunities for players to identify mutually beneficial partnerships.
Normally, we define banks as being either retail or corporate, but ICICI transformed itself from a corporate bank into a retail bank and, now, a universal bank.
We are monitoring the global companies on a daily basis, and their rating continues to be investment grade. We will take immediate action if anything goes wrong.
We actually probably do nothing very special for women. But what we do in a very special manner is to remain an absolute gender-neutral, merit-based organization.
Lending has come back in retail; it has come back in working capital. It has also come back in other forms, like government contract being given out to companies.
Power projects are differently placed to road projects. There's difference stress across different companies across different groups based on their leverage levels.
It is crucial to bridge the critical gap between manpower availability and employability by providing sustainable livelihood opportunities for all to grow and prosper.
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.
We need to take the country in the right direction, whether it is around administrative policy decisions or legislative changes or ensuring the macroeconomic stability.
ICICI Bank was the first bank to recalibrate its ATMs for 2000 and then also for 500 rupee notes, and now we have some ATMs which give out 2000, 500, 100 - all of them.
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.
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.
The whole thing of moving the currency through currency sorting and detection machines and so on that was the whole process actually encouraging electronic transactions.
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.
The issue of access to growth capital is common to all entrepreneurs. Any entrepreneur who can demonstrate a credible business model and plan would be able to access to capital.
If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.
Over the years, we have financed projects in core industrial sectors like steel, cement, aluminium and petrochemicals, and in manufacturing sectors like automobiles and textiles.
Our approach on lending has always been that we will lend to India-linked assets, because that's the risk that we understand, and that is the business that has been doing very well.
If you take existing ideas and make them affordable and scalable, you substantially change business models. India lacks an education system that is research- and creativity-oriented.
Our parents treated all three of us - two sisters and a brother - equally. When it came to education, or our future plans, there was no discrimination between us based on our gender.
We have always said that over the medium and long term, we will disinvest some part of our holding in our major subsidiary companies, and life insurance is our largest subsidiary company.
The scope of activities for payments banks mainly includes acceptance of demand deposits, issuance of ATM/debit cards, payment and remittance services, and distribution of third-party products.
Our focus is more on secured retail business like housing and car loans. While we will do some unsecured loans - credit cards and personal loans - we will do it primarily with existing customers.
When we look at the credit growth, we should look at it in its totality. Let us not only look at the non-food bank credit growth but also look at the growth across all the instruments of financing.
If there is a course that is quant-oriented, you need to focus on that, but if it is a course that is more general management-oriented, do you not need entrance examinations which are more all round?
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.
When commercial banking opened up for the private sector, I set up the retail-banking division for ICICI and grew it substantially. I then ran the international side of the ICICI Bank for a few years.