“We need to set targets that seem like they are impossible to achieve. We got to go for Olympic-level targets. The key thing when you start a journey like this is that you have to conquer the fear of failure. And I was absolutely ready to fail. I needed a prerequisite. To do the impossible, the prerequisite must be that you must conquer the fear of failure,”
"Strategy is cheap. Anybody can do that. The trick is in getting the people to do it. If you have the critical mass that believes in what you want to do, they will run and deliver it. And once results are delivered, even the critics will join in.”
“The last thing we need to do is to declare victory. When people ask me whether are we out of the woods, I say yes we are out from one wood, but we are entering another. And we haven't even conquered the mountain.”
"We are making ourselves wholly transparent. You tell everybody this is your target. By publishing our document, we put tremendous pressure on ourselves and the troops. But we promise the whole world, including the financial community that is the target we are going for. And if we don't do it, we have a problem, because we have already declared it. The first thing that happens in the mind of the organization is that: “We've now put out our targets in the open, lets not make a fool of ourselves, lets go and do it.”
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