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.

When I saw Jet.com, I saw a strong team.

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.

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

Almost any mistake you can make in running a company, I've probably made.

I think a simple rule of business is, if you do the things that are easier first, then you can actually make a lot of progress.