Global thinking, local talent
By Cynthia Karena
July 19, 2005
Rama Raju is hoping to recruit young Australians for Satyam. Photo: Rebecca Hallas
The success of your company's leaders will make or break your business, says Rama
Raju, founder and managing director of Satyam, an Indian outsourcing company with
divisions in 46 countries.
"The secret to our success lies in the kind of people we have. People are the essence of
our organisation," Mr Raju says.
He travels the globe to find the right people for his company. He recently came to
Melbourne to forge an alliance with Victoria University, which includes recruiting up to
20 graduates a year and training them in India.
Mr Raju's aim is not just to tap the talent, but to help young people realise their potential.
"We are not in the business of software, but in the business of producing leaders," he
says. "We are not an Indian company; we are a global company that acts locally. We
want leaders that are close to our customers. We want our company to integrate into the
local culture and make our customers feel comfortable."
Satyam's vision is to employ more than 50 per cent of people from the country in which
they operate.
"If people in Australia are getting exposed to globalisation and outsourcing, then they are
going to increase their value. We provide a great opportunity for young people to really
understand what is happening globally."
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AdvertisementThe computer business began as a hobby for Mr Raju, who first worked in
the construction industry. The growth of his hobby into a successful enterprise came as a
surprise.
"I learnt very quickly that mistakes boil down to leadership. I should have given more
importance to encouraging leadership earlier. I've learnt that if we can empower people,
the sky's the limit."
Mr Raju also encourages young people to be innovative because "one small idea can
change a company".
Mr Raju says developing countries are where good leaders are really needed.
"There's going to be a lot of wealth created in developing countries in the next decade.
They will need full life-cycle leaders; that is, leaders that understand the full business life
cycle, that understand the top line, the bottom line, HR, and business strategies."
Though it began by providing more modest services, Satyam now works with Fortune
100 companies and competes with global consulting firms. "But in the beginning we
were short-sighted and we didn't think ahead. We could have started consulting earlier."
Mr Raju says an important business lesson is to keep investors, clients, and workers
happy.
"We give the customer what they want, but cheaper, and we don't compromise on quality.
We give employees stock options, and this money creates opportunities for them,
especially in India where it is hard to get access to credit to buy a flat or car.
"There needs to be a balance between thinking, doing, communicating, and delighting
customers, employees and investors. We call that the Satyam way."
Corporate social responsibility is also an important part of the Satyam way.
"Our companies spend five to 10 per cent of their time doing good works. In India we
adopted around 140 villages in the state of Andhra Pradesh, where we provide health
care, education, garbage collection, clean water, and toilets.
"We are also working on giving these villages some of our low-end work, which is
possible now because of education and good communication links."