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Bangalore-based IT firm <keyword id="10862" type="CITY" weightage="80" keywordseo="Wipro">Wipro</keyword> Ltd’s chairman <keyword id="6419840" type="PERSON" weightage="80" keywordseo="Azim-Premji">Azim Premji</keyword> and CEO <keyword id="534477" type="UNKNOWN" weightage="80" keywordseo="TK-Kurien">TK Kurien</keyword> received hefty raises in spite of the company lagging in growth during FY 2013-14. 
 
According to the former IT bellwether’s regulatory filling made on May 19 to the US Security and Exchange Commission, billionaire chairman Azim Premji's annual compensation, which includes salary and benefits, more than doubled to $1.71 million in fiscal 2012-2013, up from $733,827 in fiscal 2012-2013. 
 
Premji's pay doubled mainly on account of a boost in variable pay component. He also received an additional 0.3% commission, calculated on the firm's incremental net profits over the previous year. 
 
Wipro CEO TK Kurien's salary for the first time crossed the million-dollar mark. His compensation grew to $1.1 million by the end of March this year, from $888,228 in fiscal year 2012-2013. 
 
This reward to Kurien, who took over the job in 2011, is also a sign that the IT company continued to back his turnaround plans. 
 The reward given to Kurien comes days after <keyword id="6354512" type="CITY" weightage="80" keywordseo="Infosys">Infosys</keyword> gave a good compensation to president BG Srinivas with a pay package of $1.28 million. Srinivas is widely seen as a top contender to become the company CEO after <keyword id="385878" type="ORGANIZATION" weightage="80" keywordseo="SD-Shibulal">SD Shibulal</keyword> expressed his desire to step down in March 2015. 
 
The annual salaries of Premji and Kurien, however, do not include their dividend earnings from shareholding in Wipro.

Wipro’s Premji, Kurien Get Hefty Salary Hike

According to a media report, <keyword id="10862" type="CITY" weightage="100" keywordseo="Wipro">Wipro</keyword> may appoint some vertical heads by the end of this year. The company has already made nearly a dozen changes at about 50 verticals since December 2013. It is likely to appoint new heads for product engineering services and global SAP practice, The Economic Times Reported. 
 "<keyword id="534477" type="UNKNOWN" weightage="100" keywordseo="TK-Kurien">TK Kurien</keyword> (Wipro’s chief executive) realises that vertical heads now have the most important role to execute our long-drawn work," said a head of a vertical at Wipro. However, a company spokesperson denied the report. "Wipro has no plans to announce any organizational restructuring and any such suggestion would be purely speculative," the spokesperson said. 
 Wipro's sequential quarterly revenue growth rate has not surpassed 3% since the July-September quarter of 2012. It registered a sequential growth of 1.8% in the second quarter of FY2014-15. While its rivals Infosys and <keyword id="6357150" type="CITY" weightage="60" keywordseo="TCS">TCS</keyword> reported growth of 3.1% and 6.4%, respectively. 
 
Kurien had earlier said that the real measure of his success would be touching the growth of 4%.

Wipro May Appoint New Vertical Heads By December, Says
A Report; Company Denies It

CEOs of India’s IT industry are considered among the best paid and their severance package have also started looking better but when compared to their US counterparts, Indians may be lagging behind. 
 
Francisco D'Souza of Cognizant is entitled to $24 million (Rs 154 crore) if his employment is terminated without cause, according to filings with the US Securities and Exchange Commission. 
 Likewise, Infosys’ <keyword id="6369763" type="PERSON" weightage="80" keywordseo="Vishal-Sikka">Vishal Sikka</keyword> is entitled to severance pay that could go up to about $10 million. 
 
NR Narayana Murthy, Nandan Nilekani, S Gopalakrishnan and SD Shibulal were uniformly entitled to just three months of severance pay if their employment was terminated without cause. 
 
Economic Times reported Sikka, in comparison, is entitled to 18 months of base pay that will be paid out over a period of 18 months, along with 18 times the liquidated payout in equal installments over a period of 18 months. 
 
Sikka currently earns about $900,000 in annual base pay and another $4.18 million in annual variable pay, and also is entitled to about $2 million of stock options. 
 
In an email, a TCS spokeswoman told the financial daily,“Despite burgeoning pay packages and severance clauses, some feel that CEOs in India do not have the kind of safety net that heads of US-based companies typically enjoy.” 
 
The former CEO of one of India's top software companies told ET that while the rules make it easier to hold the chief executive accountable for a company's performance, the company is not similarly accountable to protect the interests of its CEO. "In Indian companies, CEO contracts can often be relatively vague and they haven't changed at all over the last decade. While Indian companies have done great work on beefing up governance over the past 10 years, there is still a big gap in terms of protecting the rights of the CEO," this person told the financial daily on the condition of anonymity. 
 However, the <keyword id="2894473" type="UNKNOWN" weightage="80" keywordseo="severance-packages-of-CEOs">severance packages of CEOs</keyword> of US were different. 
 
Jack Welch made $417 million when he left General Electric, and Meg Whitman pocketed $120 million from eBay. Golden parachutes of US-based CEOs typically include cash severance, accelerated vesting on stock awards and interest on deferred compensation. 
 
ET stated that in India, since a number of companies typically appoint internal candidates as CEOs, their contracts are more often than not an extension of their existing employee contracts, which typically don't include the large severance packages enjoyed by their US counterparts. 
 In 2011, Wipro's <keyword id="6419840" type="PERSON" weightage="80" keywordseo="Azim-Premji">Azim Premji</keyword> decided to ditch the joint CEO-model and appointed TK Kurien as the company's new CEO. Wipro's joint CEOs Suresh Vaswani and Girish Paranjpe were given severance packages of about $1.55 million -- much lower than what US-based CEOs typically enjoy. 
 
The contrast is stark even within IT companies -- between CEOs based in India and those based overseas. 
 
N Chandrasekaran of TCS and TK Kurien of Wipro have severance packages that are a fraction of the size of those handed to US-based D'Souza and Sikka. Former HCL Technologies CEO Vineet Nayar, however, told ET that in India contracts are trust-based and boards reward CEOs liberally. "Boards go out of the way to take care of successful CEOs by keeping them engaged and compensating them well," he said. 
 
(Image: Indiatimes)

Indian IT CEOs are nowhere near their US counterparts when it comes to safety net

India's largest IT services company <keyword id="6357585" type="CITY" weightage="80" keywordseo="Tata-Consultancy-Services">Tata Consultancy Services</keyword> (TCS) paid its Chief Executive Officer N Chandrasekaran Rs 21.28 crores in FY15. Chandrasekaran was the highest paid CEO in the <keyword id="13731" type="COMPANY" weightage="80" keywordseo="indian-IT">Indian IT</keyword> industry until <keyword id="6354512" type="CITY" weightage="80" keywordseo="Infosys">Infosys</keyword> appointed <keyword id="6369763" type="PERSON" weightage="80" keywordseo="Vishal-Sikka">Vishal Sikka</keyword> as its chief last year. 
 

	India's second largest software exporter Infosys paid Sikka Rs 30 crore for his first year in the company. 
	 

	Chandrasekaran got Rs 1.79 crore as salary, Rs 2.62 crores in perquisites, Rs 86 lakhs in other benefits and Rs 16 crore in commission - which is a percentage of the company's profit for the year. He was not issued any stock options in the last financial year. Meanwhile, TCS <keyword id="53346" type="POSITION" weightage="60" keywordseo="CFO">CFO</keyword> <keyword id="283473" type="PERSON" weightage="80" keywordseo="Rajesh-Gopinath">Rajesh Gopinath</keyword> earned Rs 2.14 crores during the year. Chandrasekaran received a smaller bump in pay as compared to some other CEO's in the Indian IT industry, though the overall quantum of his hike is larger. <keyword id="10862" type="CITY" weightage="80" keywordseo="Wipro">Wipro</keyword> CEO TK Kurien saw his pay jump 32%, but he is still paid roughly half of the TCS CEO earns. US-listed <keyword id="28721" type="CITY" weightage="80" keywordseo="Cognizant">Cognizant</keyword>'s CEO outearns the rest of the industry if stock options are included. In 2014-2015, Francisco D'souza total package exceeded $11 million. 
	(Image: Indiatimes)

TCS CEO is the highest paid in Indian IT industry after Infosys’ Sikka

In a bid to address evolving customer needs in a rapidly changing technology landscape, India’s third largest software exporter, <keyword id="10862" type="CITY" weightage="80" keywordseo="Wipro">Wipro</keyword>, overhauled its internal training framework and launched technical programmes over the past one year. 
 
The company is re-skilling its staff in newer areas of technology, especially digital, with a focus on commoditised service lines. 
 
Wipro CEO TK Kurien, who undertook the revamping of the framework, also wants to create a leaner and multi-skilled taskforce. 
For this, Wipro also launched at least three technical training programmes over the past year. 
 
The three new programmes - ACME (All-round Capability Model of Excellence), UpScale and Cutting Edge - are part of a drive to skill in multiple areas, in contrast to the past in which impetus was mostly on learning one skill well. 
 
Wipro's head of talent transformation Vishwas Santurkar told Economic Times that ACME had five dimensions of skills. “Technology is one obviously. Second is domain. The third dimension is functional areas. The quality processes, especially with Agile methodology coming in, the Agile methodologies and those areas is a fourth dimension which we feel is very important for an employee to learn. And the fifth is behavioural skills," Santurkar, a vice president at Wipro, told the financial daily. 
 Wipro's efforts comes at a time when its rivals like <keyword id="6354512" type="CITY" weightage="60" keywordseo="Infosys">Infosys</keyword> are also revamping training framework to re-skill its employees on a large scale so that top talent is identified and separated from the rest to work on the toughest and most challenging new-age customer projects. 
 
During a meeting with analysts in March, Kurien had informed that the company was putting a new incentive scheme in place, under which incentives would be linked to incremental revenue and would also make it compulsory for account managers to cross-sell at least three of the company's five service offerings for them to earn variable pay. 
 
Meanwhile, another programme-The Upscale- was launched to lay emphasis on learning new skills, in addition to an employee's existing area of specialisation. 
 
"UpScale looks at what are the surround skills in your core skill area which an employee can take up. And the whole idea was that you have one core skill in which you have deep knowledge. On top of that, you take up another two skills," Santurkar told ET. 
 
The third programme, Cutting Edge, is a new digital strategy under which company's top technical talent and highly skilled programmers are identified and will be rewarded and incentivised differently from the rest of the organisation. 
 
"Cutting Edge is meant for seasoned developers. It is by invitation. People can't just get into the programme. People have to nominate themselves. And then we evaluate what the person has done and whether they have the ability to get into a skill like this," said Santurkar. 
 
As India’s traditional IT Fortune 500 customers are being challenged by digital firms like Amazon and Facebook, they are undertaking large-scale technology transformations. 
 
Customers such as retailer Target are pressurising vendors such as Infosys and Wipro, and asking for highly-skilled technical staff that is capable of solving complex, new-age technology problems. 
 
"I think we are facing the highest levels of disruption in our history. If we don't change and adapt, we won't be around a few years from now," said Navneet Kapoor, managing director of Target India in a recent interview. 
 
Meanwhile, Santurkar told ET that the Cutting Edge programme would be scaled up further this year as part of Wipro's digital push. Other new training initiatives that Wipro has created are Digital Architecture Academy and also a separate academy that focuses on Open Source. 
 
"The objective of the Digital Architecture Academy, is to train the existing architects on the digital technologies and how to architect systems for the digital world. Be it cloud, or be it analytics, any of these areas," Santurkar told ET. 
 
(Image: Reuters)

Wipro is changing everything. Know how

India’s second largest software exporter Infosys has formed a special investment committee on its board to keep a watch on all new acquisitions and big investments of the company. <keyword id="6369763" type="PERSON" weightage="80" keywordseo="Vishal-Sikka">Vishal Sikka</keyword>, the CEO of the Bengaluru-headquartered IT MNC, is aggressively pursuing buyouts as the company wants to generate $20 billion of revenue by 2020. 
 Its rivals, both <keyword id="10862" type="CITY" weightage="80" keywordseo="Wipro">Wipro</keyword> and <keyword id="6357585" type="CITY" weightage="80" keywordseo="Tata-Consultancy-Services">Tata Consultancy Services</keyword> (TCS), have a special committee to oversee decisions regarding strategy planning, capital expenditure programmes, acquisitions and investments. Roopa Kudva, new board member and managing director of <keyword id="211875" type="ORGANIZATION" weightage="80" keywordseo="Omidyar-Network">Omidyar Network</keyword>'s India operations, would chair the committee that comprises board veteran and former <keyword id="28250" type="CITY" weightage="80" keywordseo="Microsoft-India">Microsoft India</keyword> chairman <keyword id="50299" type="PERSON" weightage="80" keywordseo="Ravi-Venkatesan">Ravi Venkatesan</keyword> among other board members, two people familiar with the development told the Economic Times. 
	 

	"Infosys felt that creating a committee to oversee acquisitions was a necessity, given the company's more aggressive stance on acquisitions and investments under Sikka — this committee will be responsible for vetting and overseeing all decisions the company makes on acquisitions, along with the approval of the rest of the board," said one of them. 
	 

	Infosys declined to confirm whether such a committee had been formed. "We do not comment on rumours or speculation," a company spokeswoman said in an email response to ET. 
 

	Sikka has said that he wants acquisitions to generate at least $1.5 billion of that. According to the company's quarterly report, Infosys had cash and cash equivalents of about $5.2 billion as of March 31, 2015. Earlier, in an interview to ET, Sikka said that Infosys would be very aggressive in chasing buyouts. In February, days after the software company bought automation startup <keyword id="2728667" type="UNKNOWN" weightage="80" keywordseo="Panaya">Panaya</keyword> for about Rs 1,200 crore ($200 million), the first non-founder CEO of Infosys said, "We have a dozen targets we are looking at now." Infosys made another large acquisition and bought ecommerce services provider <keyword id="2822310" type="UNKNOWN" weightage="80" keywordseo="Kallidus">Kallidus</keyword> (also known as Skava) for $120 million in April. "Anytime we see a company with talent, capabilities and IP in these areas (AI and collaboration technology) we would love to go for an acquisition," said Sikka, a former SAP board member. 
	 

	Both the Panaya and Skava acquisitions were vetted by the newly-formed investment committee on the Infosys board, said the two sources quoted above. 
	 

	The formation of this committee comes at a crucial juncture for Infosys, which is making big bets in newer areas of technology as part of Sikka's overall plan to turnaround the fortunes of the company and also when rivals such as TCS and Wipro are trying to make similar investments to gain a first-mover advantage in areas such as artificial intelligence and automation. Sandra Notardonato of <keyword id="6371981" type="CITY" weightage="80" keywordseo="Gartner">Gartner</keyword> Research said, to achieve the compound annual rate of revenue growth of 18% implied by the $20 billion target, Infosys is counting on $1.5 billion in acquisitions, 10% contribution from new service areas and 15% internal growth. It’s worth noting that Infosys’ rival Wipro also has a committee that oversees decisions around acquisitions, among other things. Wipro's billionaire chairman <keyword id="6419840" type="PERSON" weightage="80" keywordseo="Azim-Premji">Azim Premji</keyword>, CEO TK Kurien, board veterans <keyword id="2881183" type="PERSON" weightage="80" keywordseo="William-Arthur-Owens">William Arthur Owens</keyword> and Jagdish Sheth, and former head of <keyword id="6528042" type="CITY" weightage="80" keywordseo="Hewlett-Packard">Hewlett-Packard</keyword>'s printing business Vyomesh Joshi are currently part of this committee. Even Tata Consultancy Services has an executive committee that oversees decisions around capital expenditure programmes, acquisitions and investments. Members of the committee include TCS CEO N Chandrasekaran, <keyword id="6355725" type="CITY" weightage="80" keywordseo="Tata-Group">Tata Group</keyword> chairman <keyword id="6356895" type="PERSON" weightage="80" keywordseo="Cyrus-Mistry">Cyrus Mistry</keyword>, former company veteran S Ramadorai, Harvard Business School professor Clayton Christensen and board veteran Ron Sommer. 
	 
	(Image: Indiatimes)

Infosys CEO Vishal Sikka creates a special panel to look into all acquisitions

HYDERABAD: It's been barely a month since he took over as only the third <a href="http://timesofindia.indiatimes.com/topic/CEO">CEO</a> of tech giant<a href="http://timesofindia.indiatimes.com/topic/Microsoft">Microsoft</a> since it was set up 39 years ago, but <a href="http://timesofindia.indiatimes.com/topic/Satya-Nadella">Satya Nadella</a> already has <keyword id="10387" type="CITY" weightage="80" keywordseo="Microsoft">Microsoft</keyword>'s five-year plan chalked out: use software as a driving force to advance the company's devices and services. 
 In an exclusive interview with TOI — the first with an Indian newspaper or TV channel since his ascension to the post of <keyword id="5645" type="POSITION" weightage="60" keywordseo="CEO">CEO</keyword> in February — Nadella insisted that software is "one of the most valuable, malleable resources" of the organization and that his primary objective as Microsoft chief would be to deliver software-driven advanced innovations that would help enrich customer experience. "I want to see us remain convinced that software matters in the future," the Hyderabad-born 46-year-old said, reiterating his "incredible focus" on offering Microsoft customers what they really value and enable them to do more in work, life and play. 
 
Back home in India too, Nadella aspires to see his "mobile first, cloud first" mantra accelerate future technology advancements. He acknowledges that the country, which boasts of a more than 6,000 employee-strong base, is a vital part of Microsoft's plans. "We are working with our partners to provide a wide range of Azure cloud offerings to accelerate economic growth and breakthrough cloud services in India," he said. 
 Nadella hailed Indian talent, saying, "... India is a tremendous source of technology talent, both at home and around the world, and that is something we can all take pride in." He also confessed to being moved by the flurry of congratulatory messages that have flooded his inbox. That includes mails from Shantanu Narayen (CEO, <keyword id="99699" type="CITY" weightage="40" keywordseo="Adobe">Adobe</keyword>), TK Kurien (CEO, <keyword id="10862" type="CITY" weightage="40" keywordseo="Wipro">Wipro</keyword>) and <a href="http://timesofindia.indiatimes.com/topic/Ajay-Banga">Ajay Banga</a> (CEO, <keyword id="6368201" type="CITY" weightage="40" keywordseo="MasterCard">Mastercard</keyword>) — all alumni of <keyword id="102356" type="ORGANIZATION" weightage="60" keywordseo="Hyderabad-Public-School">Hyderabad Public School</keyword>, like him. 
 
"I deeply appreciate all the support and encouragement I have received from people all across India," said Nadella. Though he spent only a few years of his childhood in Hyderabad, he asserted, "I will always be a Hyderabadi." 
 
Nadella, by his own admission a poetry fanatic, is currently hooked to the works of American poets <a href="http://timesofindia.indiatimes.com/topic/Walt-Whitman">Walt Whitman</a> and WH Auden. "I went through a phase of reading lots of Urdu poetry, thanks to the great transliterated versions that have become available," he said. But what can't stop haunting him are the final lines from <keyword id="1266000" type="POSITION" weightage="40" keywordseo="Romantic-poet">romantic poet</keyword> <keyword id="150109" type="PERSON" weightage="60" keywordseo="John-Keats">John Keats</keyword>' Ode On A Grecian Urn: "Beauty is truth, truth beauty — that is all ye know on earth, and all ye need to know'. 
 
The full interview 
 
Congratulations on your taking over as Microsoft CEO. How has the ride been so far? 
 I've been in the role for little over a month, and it has been incredible. I've been impressed by the passion and energy of Microsoft employees, and their willingness to commit to driving the company forward. I've worked in many areas of the company over 22 years, but there are some pieces of the business I'm getting to learn more about and it's been exciting to dig in deeper with those teams. Together with the leadership team, I'm focused on driving clarity and alignment on the strategy for our path forward with a laser focus on listening to customers and delivering our next waves of innovation. As a side note, I've to admit I was humbled by, and grateful for, the response in India to my appointment. I received congratulations and best wishes from so many people — not just <keyword id="343" type="ENTERTAINMENT" weightage="40" keywordseo="Friends">friends</keyword> and former colleagues, but many I had never met before. I deeply appreciate the encouragement from people across India. 
 
What's your priority number one as CEO? 
 
Microsoft is an amazing company that has changed the world. I firmly believe our best days are ahead of us. I want us to move faster and advance our innovations to deliver new value to customers. I've spent a lot of time with our leadership team talking about these opportunities and focusing on driving clarity and alignment on strategy, providing our teams with the resources and environment to do their best work, and removing internal barriers so our teams can deliver break through innovation faster. 
 
On Day 1 as CEO, you said your aim would be to take Microsoft towards a "mobile first, cloud first" world. How will you do that? 
 
Microsoft was built on productivity, now we're reimagining productivity for a mobile first, cloud first world. I'm focused on zeroing in on what we can uniquely deliver for customers that they really value - this will manifest itself in our cloud services and in the rich experiences we create on devices that enable customers do more in work, life and play. 
 
Microsoft seems to have lost its mojo. How do you get the momentum back? 
 Our industry doesn't value tradition, it only values innovation. Our 39-year history gives us a strong foundation and capabilities to build on, as an organization. Our quest is to continually renew ourselves, be persistent and push the limits on what is possible. I've been inspired as I've met with our product and R&amp;D teams and got <keyword id="154361" type="PERSON" weightage="40" keywordseo="feedback">feedback</keyword> from customers. We are on the brink of boundary-less innovation in this industry and, I'm focused on investing in areas where we can drive unique value for customers, and move faster. 
 
Where do you wish to see Microsoft five years down the line? 
 
I want to see us remain convinced that software matters in future. Software is one of the most valuable resources we have, which will be the driving force in advancing our devices and services and driving the next wave of innovations. Culturally, I'd like to see us be known as a learning organization. The ability in this industry to take new learnings, accrue it to what you've done in the past and make it relevant for the future is valuable — I'm energized when I think of the potential here in harnessing the collective brainpower and talent of our soon to be 130,000 employees. 
 
With you at the helm, the software industry here is hopeful of Microsoft's R&amp;D units in India (especially Microsoft's India Development Center, Hyderabad) getting a boost. Anything specific in mind for India? 
 
India has always been a vital part of Microsoft's plans. I think that only increases going forward. India is one of the few countries where Microsoft has the entire range of our operations — including basic R&amp;D and customer services. We have more than 6,000 employees, and over 10,000 partners in India, creating thousands of jobs and a vibrant technology ecosystem. Twenty of the top 20 companies in India use our technology. Five of the top five IT companies, five of the top five manufacturing companies, five of the top five banking organizations — across virtually every sector, Microsoft technology is helping support the economic infrastructure of India. I'm excited about the future technology advancements possible in India in this mobile first, cloud first world. 
 
The cloud is going to be a huge enabler of consumer services and entrepreneurial growth. We are working with our partners to provide a wide range of Azure cloud offerings to accelerate economic growth and breakthrough cloud services in India. I'm passionate about the work we do to support education and other societal goals across India. Microsoft has been running one of the largest not-for-profit education and skills programmes in India. Over the last two decades, our programmes have helped over 40 million students, teachers and budding Indian entrepreneurs. 
 
Your story is an inspiration to many. Some critics argue that your success highlights the unfortunate reality of Indian students who shine only when they give up on their country to work in the US. Your comments ... 
 
There are many examples of Indian students who have remained in India and built great companies and done great things. Truth is that India is a tremendous source of technology talent, both at home and around the world. That's something we can all take pride in. 
 
What or who has been your inspiration? 
 
My parents have been among my biggest inspirations — they gave me the freedom and confidence to pursue what I wanted to. Beyond that, my teachers, friends and colleagues played a critical role in both introducing me to new things and pushing me to raise my game each step of the way. <a href="http://timesofindia.indiatimes.com/topic/Bill-Gates">Bill Gates</a> has also been an inspiration — from his vision of how technology could unleash the potential of every human being, to the <keyword id="69295" type="UNKNOWN" weightage="40" keywordseo="Curiosity">curiosity</keyword> and intellectual rigour that he brings to every interaction. I've learned so much from Bill, and I am delighted to have the opportunity to work closely with him again as a <keyword id="605495" type="POSITION" weightage="40" keywordseo="technology-advisor">technology advisor</keyword> to me and the company. 
 
When you are not at work or, like you've confessed, signing up for online courses, what do you do? We know you like poetry. Any favourites? 
 
I do buy more books than I can read and sign up for more online courses than I can finish. My love of poetry has grown. Maybe it's my attention span that needs more work, but I do love the compression in poetry. I went through a phase of reading Urdu poetry, thanks to the great transliterated versions now available. Now I am into Whitman and WH Auden. My all-time favourite is Keats — Ode on a Grecian Urn. Who is not haunted by those final lines — Beauty is truth, truth beauty — that is all ye know on earth, and all ye need to know. 
 
How about cricket? Do you now get any time to play? Or even watch Tests? 
 I love the game. I was an <keyword id="244893" type="POSITION" weightage="40" keywordseo="ordinary-player">ordinary player</keyword>, but was lucky to play under some great captains and other solid players at school who went on to play a decent amount of First Class cricket. 
 
You were born and brought up in Hyderabad. What memories do you have of the city? 
 Cumulatively I spent five years in Hyderabad. But I will always be a Hyderabadi. It was a laid back place in the late 70s and early 80s when I was growing up there. One got to do what they wanted versus being in a <keyword id="37572" type="ENTERTAINMENT" weightage="40" keywordseo="rush">rush</keyword> to do what others were doing. I enjoyed that freedom. I have lots of friends from Hyderabad Public School with whom I am pretty close, both in Hyderabad and elsewhere. It was great to get emails from all the CEOs who happen to be HPS alumnus — Shantanu Narayen at Adobe, <keyword id="6385037" type="PERSON" weightage="40" keywordseo="Prem-Watsa">Prem Watsa</keyword> at Fairfax Holdings, TK Kurian at Wipro and <keyword id="44475" type="PERSON" weightage="40" keywordseo="Ajay-Banga">Ajay Banga</keyword> at Mastercard. It's surreal. 
 
What's that one message you would want to give young professionals? 
 
Find something you are truly passionate about, and throw yourself into it fully. Life is too short to just go through the motions on something you are not truly passionate about. Stay curious, never stop learning.

You Searched For "TK Kurien" and got 7 results

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