I've always had a philosophy that position doesn't define power. Impact defines power. What impact are you making on people? What impact are you making on business?

Imagining what the possibilities are versus what is right in front of me has been the second biggest factor in defining my career.

We all work really hard, and we do it because we're passionate. We don't do it because we're being rated. However, we'd all be remiss if we didn't think that some kind of recognition for efforts and accomplishments didn't make you feel good.

It's good to have a goal.

When you're a member of a team, when I was member of a team, whether I ultimately agreed or disagreed, once a president makes a decision, everybody, in my opinion, has to go with that decision, or you shouldn't be a member of the team. Your reputation rises and falls with the person who's the leader of the team.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

Valuation depends on several factors. From an investor angle, they look at leadership position, management, and what the company's offerings are. I think these three things got 5/5 for a company like Flipkart, and that is what is driving valuations and growth.

I couldn't wait to get to the most powerful position, because I thought then I would be able to fix problems that only the leader can fix. But when I got there, I realized we needed revolutionary change.