And I'm comfortable being who I am, so I think a lot of people who take over from a founder worry about how they compare to the founder; I worry about doing the best I can.
But the real focus should be on people who are buying today because the base is so big it will take a long time for any change materialize on an overall basis.
One, we committed to put about 650 people in the field to focus totally on customer satisfaction.
So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.
Well, if you look back, in almost two and a half years, the biggest change probably was in late 2000 when we decided to totally change the CA business model.
Well, the security business has been growing. I think security is one of those areas where it's to some degree not linear but maybe exponential growth.
To me, it's really important to drive change through a team because one person, while the buck has to stop with somebody, the company is just too big for one person.
As I said before, a big part of my strategy says - and the management team I think is in agreement with this - we don't have to be out there with a lot of noise all the time. What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.
So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation.
Today we're focused on small acquisitions to add technology where necessary. I think it's fair to say we're not out looking for a large one, but I think it's also very fair to say that as a public company you can never say never.
Failure is unfortunately as common as success.
Clients do not expect the infrastructure to be any less reliable just because the service is being delivered from an offshore location; thus, the uptime requirements justify the expense.
Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.
Few service industries are designed to be 24x7 in India, and thus there was no 24x7 mentality.
That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.