But we've grown faster than the industry rate of growth. Productivity has grown four-fold, and payroll costs, as a percentage to sales, have come down from 30 per cent 10 years ago to 20 per cent today. Riding on these achievements, Bajaaj is determined to take Otis India forward towards bigger goals. However, if the parent company wants him to take on something else, he's quite okay with packing up his bags and moving. Succession planning is a big thing in the group.
Every position has a back-up defined.
The retirement age for Otis India board members is 65, and he doesn't see himself hanging up his coat even then. An interview with Kiron Kasbekar and K A Anantharam , plus three connected stories. The IT industry doesn't need an IT ministry, it has done well without one. We have had a steel ministry for decades, and see the mess the steel industry is in, argues Kiron Kasbekar . Not satisfied with ensuring that Asian Paints performed well even as the economy slowed down, its vice chairman Ashwin Dani now wants to take the company to the No. 5 position in the world in decorative paints, writes Saudamini Rao .