Tata Consultancy Services(TCS), India's largest software services company, is in the process of executing the country's biggest buyback offer.
The Rs 16,000 crore buyback offer is likely to compel its peers to follow suit. Mumbai headquartered TCS has often been in the forefront of the IT industry in setting trends and precedents.
It is now the turn of Rajesh Gopinathan, the new CEO of TCS, to maintain the over Rs 1,07,500-crore company's leadership position. Mr Gopinathan, the former CFO and vice-president of TCS, succeeds Natarajan Chandrasekaran, who has taken over as chairman of Tata Sons in February. In a wide-ranging interview, Mr Gopinathan, 46, an electrical and electronics engineer from NIT Trichy and MBA graduate from IIM Ahmedabad, speaks about his priorities, challenges ahead and his vision for the company five years hence.
How have the last few days been since you took over this new role?
It has been a nice start. A few of my colleagues got together and welcomed me. It was nice of Chandra (Mr Chandrasekaran) to drop in on the first day itself and make sure that I was comfortable on day one. So, it was a nice touch. We have been on a great transition as it were from January onwards. The day per se is big for me, but for TCS, it's just another day.
So, what are on your priority list for TCS?
We are quite well positioned when we think of it from a customer's as well as an internal employee's perspective. We have been investing ahead of the curve on a whole new stack of technologies that are coming about. Increasingly, the message that is coming from customers is that they are increasing their investment in technology. They want to engage with technology service partners who have the strength, scale and diversity to help them drive productivity. So, that is the big opportunity, and we have the customer relationships, talent, people with the customer domain and contextual knowledge, and we have been investing in training and building that aid learning platforms to actually get it down.
This story is from the April 2017 edition of India Business Journal.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber ? Sign In
This story is from the April 2017 edition of India Business Journal.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber? Sign In
Top Crisis
Short-term, consumer-centric measures have left the tomato, onion and potato farmers struggling to eke out a living.
Boon Or Bane?
With some adequate safeguards, the government's e-assessment scheme can be a win-win situation for both tax department and taxpayers.
Revisiting Development
Sustainable development is the way forward for India, which is in the midst of an economic downturn, ecological crises and stark human distress.
The Cabotage Debate
Relaxation of Cabotage rules has pitted foreign shipping lines against domestic shipping companies.
Catch-22
India finds itself in an unenviable position, as it weighs the pros and cons of joining RCEP.
Accept Mistakes Quickly
Anto Binish Kaspar is a firm believer in technology.
We Will Have 30 Franchisees By 2020
Naresh Sharma , CEO , Skora paints
The Revival Conundrum
Along with a patchwork of band-aids, a smart combination of monetary and fiscal measures can get the ailing economy back into the pink of health.
Mahatma Gandhi @150
The Mahatma firmly advocated that this world has enough for everyone's need but not greed. Gandhian economics, no wonder, cannot be more relevant today in times of erratic economic development, jobless growth and adverse climate changes.
Bitterness Lingers
A hike in subsidy does little to boost exports, thanks to a glut in the global market, and leaves sugar prices subdued in the domestic market.
