Quotes from Sanjay Kumar

I'm very comfortable in having a strong team. I'm very comfortable in sharing the limelight with the team.

To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.

That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.

There is nothing in the company that is either above or below me, as far as I'm concerned.

I have a high degree of confidence about India's growth potential in IT.

There are companies that are cutting their costs by over 50% by offshoring.

Finally, I have to say that the most surprising aspect has been the speed at which the folks in India adapt to Western practices. They learn fast, really, really fast.

Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.

Well, the security business has been growing. I think security is one of those areas where it's to some degree not linear but maybe exponential growth.

Few service industries are designed to be 24x7 in India, and thus there was no 24x7 mentality.

Clients do not expect the infrastructure to be any less reliable just because the service is being delivered from an offshore location; thus, the uptime requirements justify the expense.

Failure is unfortunately as common as success.

Finance is critical. If sufficient investment is made in infrastructure and venture capital is made available, there will be a big improvement in the situation.

Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.

So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation.

And I'm comfortable being who I am, so I think a lot of people who take over from a founder worry about how they compare to the founder; I worry about doing the best I can.

Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.

So it's really for us about new products, because we have released a lot of new products.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

One, we committed to put about 650 people in the field to focus totally on customer satisfaction.

We have believed at CA that consolidation of this industry is something that was required ten years ago.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

So far, Indian companies have focused more on customer application. This needs to shift to packaged software for sectors such as banking and financial services.

So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation.