Has there been any shift in HCL’s business strategy since it began operations 25 years ago?
When we started HCL, we had a dream of working in an industry that would revolutionize businesses, an industry that gave everyone an equal chance to succeed… We also knew we wanted to dominate it. We started our operations with manufacturing calculators, which formed the base for our hardware business. Since then, we have grown to span virtually every aspect of IT—be it training, software services or office automation. Through these years, we have retained our number one position and continually sustained our growth. The one business strategy that has dominated and been at the core of our business is constant adaptation and renovation, as per the emerging market needs. We have also developed new paradigms for new opportunities.

The other key strategy has been to grow the business with people. All HCL companies emphasize on hiring the best people and equipping them with creative freedom to constantly evolve and grow the company along with their own personal growth. This entrepreneurial fractal growth has been at the heart of HCL’s core business strategy.

What do you feel are the major milestones in HCL’s 25 years?
Every year in the last 25 years has been a milestone. But push me and I will largely classify our achievements under four broad categories—research and development, setting up international operations, expanding our portfolio and key joint ventures. Tactically, these would translate into:

• Launch of the first microprocessor-based commercial computer, 1978

• Setting up of Singapore office, 1980

• Setting up of the software development facility in Chennai, 1981

• Founding of NIIT, 1981

• Launching of Unix-based computers, 1985

• Setting up of HCL America, 1988

• Joint venture with Hewlett-Packard, 1991

• Setting up of HCL Comnet, 1993

• Formation of HCL Technologies, 1995

• Launch of Beanstalk, the first PC targeted at the SOHO segment, 1995

• Formation of HCL Perot, 1996

• Setting up of HCL InfiNet, the Internet subsidiary of HCL Infosystems, 2000

Intel and HCL were born at almost the same time. Intel rules the world with its processors. What does HCL stand for?
We may have been set up around the same time, but the two companies have operated in very different scenarios. Hence, the comparison is not accurate or fair. However, our key success over the years has been that HCL is now a force to reckon with internationally in software development and services. We are doing some pioneering work for various companies of the like and size of Intel. We have developed products as powerful as Intel, but unfortunately, due to a combination of reasons external to HCL, we have not had the prowess to make our products global brands. However, with offices in 18 countries, 14,000 people and revenues running close to $1 billion, we have set the stage to go forward, embed this same technological prowess, market competence, business acumen and make our products and services global.

What is the growth roadmap for HCL and what immediate future are you targeting?
We want HCL not to be just a mere number or a company representative of market capitalization or revenues/assets, but a company which is an entrepreneurial incubator, a company where you can realize your dreams if you have the talent. If this equation persists, and I believe it will, we will automatically be able to achieve our vision of creating global brands and services.

A lot of new players have entered the Indian IT scene in the last 25 years, but not many survived. What do you think are the reasons for this?
HCL has succeeded where others may not have because of its single-minded focus on customers, empowering its talent pool and anticipating the emerging markets.

Rajeev Narayan