I've always wanted to write, but coming from a small-town background - I was born and brought up in Ludhiana - you think you're not the kind of literary person who will write books that will sell. There was always a kind of defensiveness in me.

My understanding is that a book becomes a best seller only when it is pirated, sold on footpaths and at traffic lights.

I look at every book as a new learning opportunity.

While a lot of management development books try to teach you a lesson or give you a scenario of what corporate culture and work practices are about, they're theoretical and written in a sermonizing way. Most people don't get past the first chapter, and they just look nice on the bookshelf.

It should strengthen investors' confidence. This is done through transparency, high quality financial reports, and a standardized economic market. This is not just for China, but also for the world market as a whole.

We've got to put a lot of money into changing behavior.

We get paid a lot of money to do what we do, and there's a lot of people who are dependent upon that car running well and us getting everything out of it as a team. So I'm very, very loyal to my team and the company.

Everybody thought I was crazy. They thought I should take the money and run. But there was just something special about being a senior at Chapel Hill. I just couldn't leave.