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A: When Kris Gopalakrishnan became CEO of Infosys, Nandan was 51 years old or so. He still had about nine years left to serve. We wanted him to play an active role in the company but then he decided to move on in the larger interests of the country. Now that he is not there, we didn’t feel the need to have such a title at the company. Hence, we abolished it. But in future, let’s say in 2012, if Kris wants to step down as CEO, we could certainly consider the co-chairman post for him, commensurate with his status and responsibilities.
Infosys has always been famous for its strong leadership set. Who are the future leaders of Infosys?
A: We already have people like Mohandas Pai (HR head and member of the board) and V Balakrishnan (CFO) as tier-I leaders. Then we have an emerging set of leaders like Ashok Vermuri (global head of banking & capital markets), Amitabh Chaudhry (CEO of Infosys BPO), Binod H R (head of India business unit), Subash Dhar (head of communication, media and entertainment business) and Chandrasekhar Kakal (head of packaged software implementation services). Any of them could become the CEO. The field is open.
Would you consider a non-Infoscian to head the company?
A: Our view is that an internal candidate should be the given the opportunity. We have to be fair to individuals within the company. But in the event of a person of outstanding quality emerging from outside, coinciding with the lack of an equally good person from within, we may consider that option. But otherwise, no.
How does Infosys makes sure that leaders are always kept ready to take on the next big responsibility?
A: The Infosys Leadership Institute plays a big role in this. In tier-I of our leadership category we have 50 people, tier-II has thrice that number and tier-III has 450 of them. So we are never short on leadership. Almost all these leaders have mentors who help them graduate to the next level. Each one among them is equipped to handle an emergency. When I quit as CEO, we had Nilekani coming in and when he left Kris took over. We always have back-ups for every position. Also, we ensure that top people never travel together. For instance, Nandan and I never boarded the same flight. Now, Pai and Balakrishnan don’t do that. We don’t take that chance.
What is the nature of decision-making at Infosys?
A: Infosys is an enlightened democracy. Every decision is debated on facts. Merit wins. It is never just about who is making the point. People are encouraged to consult seniors as often as possible, so as to eliminate most of the risks.
What was the response to your book (the collection of his speeches)? And are you now ready to write a book on your own?
A: I haven’t kept track of the sales of the book. But people in my team tell me that it is doing well. I didn’t have the time to promote it. I don’t see myself writing a book. In India, many people want to write a book. This is a country where infrastructure projects take 20 years to complete. We should focus on doing things and not writing, particularly in the corporate world. We should focus on our duties.
At home, have you discussed the possibility of your children (Rohan & Akshata) coming into Infosys?
A: Yes, we had a discussion on this. But they have not yet expressed their desire to join Infosys.
Would you be interested in taking up the invitation to be on Air India’s board?
A: Well, I don’t know about that. You will have to ask Air India!
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