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.
As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.
But the real focus should be on people who are buying today because the base is so big it will take a long time for any change materialize on an overall basis.
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.
Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.
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.
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.
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.
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.
