There were so many occasions when I wasn't around for my kids or my husband. But we learnt to work around it.

What my parents believed was that, you know, the best wealth they could give to us children was to educate us and, you know - give us that foundation.

Clearly, for an organization to move on, it is the job of the leader to be that sponge that takes the stress from inside and the outside.

My priorities are going to be to play a very balanced role in the sense that I have to keep an eye on the challenges in the environment. At the same time, I have to keep an eye on the optimism that is there for India.

I have always been saying that while - the legislative reforms are good, but there are so many low-hanging fruits that we have look for by taking executive decisions. I think the government is actually moving in the right direction.

The real underlying value comes if you can put a company back into a running state and it becomes a successful viable entity if it continues to repay loans.

All three of us - two sisters and a brother - were brought up with an emphasis on academics.

A demography that is digitising rapidly, and the potential to invest in infrastructure, are the key strengths of India.

Our institutional framework needs to be bolstered further. We have to implement laws like the proposed Bankruptcy Code and GST (Goods and Services Tax), which will create efficiencies and strongly support the business environment.

ICICI has been a meritocracy. So, a huge amount a lot of responsibilities, big roles, challenges, have been given to women, not because they are men or women or so on, but they were just given to people who have - who the organization believes has the capability to perform.

As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

I believe in fate, but I also believe that hard work and diligence plays a very important role in our lives.

Whenever there is a challenge, the key is not to get consumed by the challenge but actually to learn from it.

An entrepreneur, whether man or woman, has to be willing to take help, whether financial or technical, to grow his or her business.

My father, in a way, was a mentor in the way he instilled the basic values and ethics in me. My mother was a mentor by showing me an example to say that if women have tenacity, they can achieve whatever they have to.

Resolution can be in any form - S4A, SDR or restructuring - but we need an enabling environment where bankers feel comfortable to take decisions and where they also feel obliged to implement decisions in a timely manner.

I think competition is good. It finally delivers the best value to the customer, and I think it keeps all the players on their toes.

Remember that relationships are important and have to be nurtured and cherished. Also keep in mind that a relationship is a two way street, so be ready to give a relationship just as you would expect the other person to be giving to you.

We have to understand that India is a complex country. Everything takes time for the real impact to get translated to the economy.

If you take existing ideas and make them affordable and scalable, you substantially change business models.

Don't cut corners or compromise to achieve your dreams.

The growth that we are targeting for our bank is in line with the banking industry.

It's not that the regulator doesn't want the banking industry to grow. The growth of the industry has always been in relation to the GDP (gross domestic product) growth.