Ashish Chordia, CEO-Porsche India
"It is a matter of great pride to be associated with a brand like the one I am working with and also to be heading a non-Indian company in the Indian market. I have been with this brand since the inception and that is another honour for me. If you have a great team to work with, which I do, the task of integrating cultures becomes relatively easier. With a reach of customer base in 90 countries, it is even more important to succeed and make the Indian operations a success. We have people of different nationalities working together towards a common goal. And my task of integration is made easier with a passion all of us share - passion for the brand and excellence in whatever we do. With an increasingly connected world, geography is fast becoming history. It is not the distance but the time, which makes a difference. One aspect that helps us cater the right service to the customer in India is that we maintain a designed system, which remains almost same globally barring a few minor changes," he points out. Having been associated with various foreign luxury brands, Chordia comments, "The India experience has definitely been good. Understanding the customer needs should be the main criteria and that is what helps me in fulfilling the expectations that the consumers have with the brand. I have been associated with a number of reputed international luxury brands and one thing I have learnt would be the emphasis on training and product knowledge."
Sameer Garde , MD & country general mamager-Dell India
"It feels great to be heading the Indian operations for Dell, given the growth potential that this country has displayed. We have been successful in tapping that potential and grown aggressively over the last several years. Also, it really does not matter whether one is of Indian origin or of any other nationality, there should be a common work culture and work ethics that should be followed like customer centricity, an innovative approach and an unwavering focus towards achieving unmatched efficiency. Once you have a common purpose and vision, it is easy to galvanise a team to work towards that. We expect our leaders to work in an open and transparent manner and across diverse cultures," he says. Talking about customer expectations, Garde says, "Different customers and consumer groups have different expectations. The business should mostly be placed on close relationships and listening to customers and applying what we learn to deliver great technology, great service and great value, are vital. One of the many accountabilities of a senior leader in an emerging market is to share the potential the country offers, translate that into compelling business cases and then, drive investments from the parent in the right areas, so that you are competitively better placed year after year."
"It is a matter of great pride to be associated with a brand like the one I am working with and also to be heading a non-Indian company in the Indian market. I have been with this brand since the inception and that is another honour for me. If you have a great team to work with, which I do, the task of integrating cultures becomes relatively easier. With a reach of customer base in 90 countries, it is even more important to succeed and make the Indian operations a success. We have people of different nationalities working together towards a common goal. And my task of integration is made easier with a passion all of us share - passion for the brand and excellence in whatever we do. With an increasingly connected world, geography is fast becoming history. It is not the distance but the time, which makes a difference. One aspect that helps us cater the right service to the customer in India is that we maintain a designed system, which remains almost same globally barring a few minor changes," he points out. Having been associated with various foreign luxury brands, Chordia comments, "The India experience has definitely been good. Understanding the customer needs should be the main criteria and that is what helps me in fulfilling the expectations that the consumers have with the brand. I have been associated with a number of reputed international luxury brands and one thing I have learnt would be the emphasis on training and product knowledge."
Sameer Garde , MD & country general mamager-Dell India
"It feels great to be heading the Indian operations for Dell, given the growth potential that this country has displayed. We have been successful in tapping that potential and grown aggressively over the last several years. Also, it really does not matter whether one is of Indian origin or of any other nationality, there should be a common work culture and work ethics that should be followed like customer centricity, an innovative approach and an unwavering focus towards achieving unmatched efficiency. Once you have a common purpose and vision, it is easy to galvanise a team to work towards that. We expect our leaders to work in an open and transparent manner and across diverse cultures," he says. Talking about customer expectations, Garde says, "Different customers and consumer groups have different expectations. The business should mostly be placed on close relationships and listening to customers and applying what we learn to deliver great technology, great service and great value, are vital. One of the many accountabilities of a senior leader in an emerging market is to share the potential the country offers, translate that into compelling business cases and then, drive investments from the parent in the right areas, so that you are competitively better placed year after year."
Mark Khambatta, Country manager, UPS Dell India
"Throughout my career, I have headed international organisations, despite being of an Indian origin myself. Having been away from the country for 27 years, it has given me a good perspective of ways to lead an international or local organisation with utmost ease and proficiency. For this, it is imperative for your leadership skills to be in sync with the company and its culture. Although the cultures of the two countries (India and USA) are varied, India's biggest global advantage is its English speaking population, which can adapt to international work culture. Thus, it was fairly easy to synergise the work cultures of the two countries," says Khambatta. Talking about the expectations on the part of the customer as well as the organisational goal achievement, he is very positive while saying that the global values should remain the same as the country of origin and it is the country heads' responsibility to merge both in order to create the perfect blend. "India is a dynamic country and looking at the way the economy is shaping up, it is slowly revolutionising the way businesses take place in the world. This gives me even greater opportunities to showcase India at a global level." It is therefore evident that India has found a prominent place on the global map and with the trend of several Indian executives heading global firms, the prominence is only going to be stronger.
"Throughout my career, I have headed international organisations, despite being of an Indian origin myself. Having been away from the country for 27 years, it has given me a good perspective of ways to lead an international or local organisation with utmost ease and proficiency. For this, it is imperative for your leadership skills to be in sync with the company and its culture. Although the cultures of the two countries (India and USA) are varied, India's biggest global advantage is its English speaking population, which can adapt to international work culture. Thus, it was fairly easy to synergise the work cultures of the two countries," says Khambatta. Talking about the expectations on the part of the customer as well as the organisational goal achievement, he is very positive while saying that the global values should remain the same as the country of origin and it is the country heads' responsibility to merge both in order to create the perfect blend. "India is a dynamic country and looking at the way the economy is shaping up, it is slowly revolutionising the way businesses take place in the world. This gives me even greater opportunities to showcase India at a global level." It is therefore evident that India has found a prominent place on the global map and with the trend of several Indian executives heading global firms, the prominence is only going to be stronger.
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