Chanda Kochhar Quotes

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I was good with numbers.

I had to work just as hard as my male colleagues.

It's about maintaining balance. Plan better, be organised. I chose to be a working wife and mother. Why should I compromise on either?

Mark-to-market losses are not real loss. It's a notional loss.

The global market does not understand the India risk as well as we do, and therefore, we have the arbitrage facility of making better margin on the same set of Indian firms than what we would have made by giving rupee loans.

As far as employees are concerned, clearly I like to communicate with them, since we are more than 40,000 people. I like to communicate either through e-mail or through video conferencing, which we do very often, and stream out videos and interviews. But more than that, I believe in traveling to my branches.

As far as investors and customers are concerned, I make it a point to answer each and every piece of mail that comes to me.

The issue of access to growth capital is common to all entrepreneurs. Any entrepreneur who can demonstrate a credible business model and plan would be able to access to capital.

Every entrepreneur, whether man or woman, should start with a robust business structure.

Business has to be done with both head and heart.

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

I think everybody wants GST.

In India, we have the opportunity to give innovation the kind of scale that no other country in the world can.

Innovation is a necessity.

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

I believe Indian banks have a strong funding profile with largely deposit-funded balance sheets, a large physical presence to cater to the needs of customers, and ability to provide comprehensive solutions to customers.

Rising incomes and positive demographics will provide opportunities for retail financial services in India.

It is always impossible to expect things getting done in 90 days.

I have always said that a bank's lending rates do not only depend on rate cuts - it is just one signal.

Nobody likes high interest rates.

I always believe that, as you start out, while you should have a big dream - a big goal - but it's also important to move step by step. So, you know, frankly, if you ask me, when I started as a management trainee in 1984, I don't know that I really thought that I would become the CEO.

India's growth drivers are actually two growth drivers. One is consumption, which arises out of our demographic advantage. And the other is the investments. Because we need a lot of investment in the country.

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.

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.

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

Thankfully I have an ecosystem of in-laws, parents and husband, who are my rocks.

I chose to be a working wife and mother. Why should I compromise on either?

Normally, we define banks as being either retail or corporate, but ICICI transformed itself from a corporate bank into a retail bank and, now, a universal bank.

When commercial banking opened up for the private sector, I set up the retail-banking division for ICICI and grew it substantially. I then ran the international side of the ICICI Bank for a few years.

The biggest challenge for me, for all of us, was that the consumer-credit market was very, very new for India and for ICICI. I was trying to create something that was not just new for me but absolutely unknown to the organization and the country as a whole.

I had to create a team of people who had worked in this industry for other banks. What I brought to that team was ICICI's strategic thinking, but when it came to domain knowledge or product nuances, I had to learn from the team.

I have it all because my children did not whine and cry when I was not there.

It's not easy to have it all. Frankly, you know, you have to give as much to the career that the career requires and, at the same time, you have to give as much to the family as the attention that's required. But it can be done, yes.

We actually probably do nothing very special for women. But what we do in a very special manner is to remain an absolute gender-neutral, merit-based organization.

Over the years, we have gone beyond our businesses to take up philanthropic projects in diverse areas - from education to health care to skilling.

Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.

Life comprises of both: opportunities as well as challenges.

It is important always to make full use of opportunities that come your way, and at the same time, it is important to not just cope with the challenges but try and convert each challenge into an opportunity.

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

When we look at the credit growth, we should look at it in its totality. Let us not only look at the non-food bank credit growth but also look at the growth across all the instruments of financing.

The important source of finance is now commercial papers, bonds, and so on.

No one thing can change the face of any sector.

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.

Let me talk about what the banks are doing, and I think the banks have been working to make sure that, as much as possible, we move the currency to the smaller areas and to as many set of customers as possible.

If we look at India and the Indian demographics and the Indian consumer, I think the Indian consumer is going digital, social, and mobile. They want everything in a digital format, everything available on the go, and we socially connected.

Every business has to re-think their own business model and say does it meet this DSM test and do their products and services meet the test of being digital, social, and mobile? I think the banks are doing the same.

What we see is that we actually have digital channels through which the customers interact, but we also take the absolute brick channels, which is the branch, and convert that experience into a more digitised experience.

One thing I would say about the Indian consumer is that as much change and as much technology, innovation that you offer to the Indian consumer, the Indian consumer is very receptive and actually keep expecting more, and we have had that great experience.

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