We are a mission-driven company. In order to do this, we have to build a great team. And in order to do that, you need people to know they can make a bunch of money. So we need a business model to make a lot of money.

I would say that I'm blessed with a very, very good executive team that operates, reasonably autonomously, each of the companies.

I do not know how history will judge me, but let me say that I've spent a lot of time and energy trying to transform the Tatas from a patriarchal concern to an institutional enterprise. It would, therefore, be a mark of failure on my part if it were perceived that Ratan Tata epitomises the Group's success. What I have done is establish growth mechanisms, play down individuals and play up the team that has made the companies what they are. I, for one, am not the kind who loves dwelling on the 'I'. If history remembers me at all, I hope it will be for this transformation.

The most important thing is to keep your team as small as possible.

Be a great teammate - you learn how to lead, you learn how to influence by the way you interact with your peers, treat them well, help them, help them do a better job.

You can compare the retail business to basketball. You have to have a plan, you have to hustle, you have to rely on each other, and there's a scoreboard on the wall.