Tcs Quotes

Take an umbrella, it's raining.

I am not a good student to build Infosys, Wipro, TCS or CTS. I am a Bad Student where I am building my own start up.

Nobody is ever ready for the top job, despite what they may say. As long as there is at least one management layer above you, you are shielded. The management takes the final decisions and carries the ultimate responsibility for those decisions. Once you are at the top, reality hits and you feel the umbilical cord being cut. Now the buck stops with you. I

But ‘Top 10 by 2010’ was simple and clear and very catchy. The more we looked at it, the more we liked the sound of it. This simple message would be the driving force behind TCS and the motivator for each of its employees. While we embraced this vision internally, we had not yet announced it publicly. But the media had got wind of it and we got our first taste of the ways of journalists and their love for headlines (by then we were public). They chose to interpret ‘10 x 10’ as $10 billion by 2010, an inaccuracy that we had to quickly correct.

Mr. Amit from France sold shares of TCS after 6 months of purchase for a gain of Rs. 100,000 after paying STT. As TCS is a listed security and as the period of holding is less than 12 months, it would be considered as a STCG. As Mr. Amit has paid STT, the STCG of Rs. 100,000 would be taxed @ 15% i.e. Rs. 15,000.

TDS CPC to enable easy filing of TDS / TCS correction statements by deductors /

In the absence of our voice in the media, the industry and the press portrayed Infosys as a pioneer of the offshore outsourcing concept, which was actually not true. Within TCS our employees began to feel that they were working for a company that was not that well known and it began to affect our ability to recruit the brightest and the best graduates. For example, if somebody was joining TCS, their parents might say, ‘Why are you joining them, why don’t you join Infosys or Wipro, they are better known.

The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.

大师兄问师父：“我们抽烟的时候可不可以参禅呢？”师父高兴地说：“参禅无时无刻无处不在，当然可以，我的好徒弟。”小师弟问师父：“我们参禅的时候能不能抽烟啊？”却被师父一顿乒乒乓乓，打得鼻青脸肿。

Ratan Tata was already well known in the investment community, but it was a new and interesting experience for me. Inevitably perhaps, on the road show we were always being compared and evaluated against Infosys and a lot of complimentary things were said about Infosys. Although we were competitors, to hear good things said in international forums about an Indian company made us very happy. When Ratan Tata returned from the road show he wrote a leter to Infosys’s management saying, ‘I must tell you that I felt so proud that here is an Indian company which is considered a benchmark in governance and transparency.

I like to answer every mail I get within twenty-four hours, even if it means getting up at 4 a.m. to check my mailbox. I truly believe that if someone has taken the trouble to write to you, they deserve to know that you have read what they had to say, and responded to. It does not matter if that someone is a young TCSer who wishes to share a thought with the CEO, or a Harvard professor; they both deserve a timely response.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

detailed how the TC’s who came with the donor program worked until they almost couldn’t stand up anymore to save the life of a total stranger they would never meet or see.

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