Importance Of Intuitions In Decision Making
It is not about winning all the time or winning at any cost. Playing to win is having the intensity to stretch to the maximum and bringing our best foot forward. Winning means focusing on the game. The score board tells you where you are going, but don’t concentrate too much on it. If you can focus on the ball, the scores will move by themselves. I recently came across this story that I thought I would share with you A group of alumni, highly established in their careers, got together to visit their old university professor. Conversation soon turned into complaints about stress in work and life. Offering his guests coffee, the professor went into the kitchen. He returned with a large pot of coffee and an assortment of cups: porcelain, plastic, glass, crystal- some plain looking, some expensive, some exquisite – and asked them to help themselves to coffee. When all the students had a cup of coffee in hand, the professor said: “If you noticed, all the nice looking expensive cups were taken up, leaving behind the plain and cheap ones. While it is normal for you to want only the best for yourselves, you were more concerned about comparing your cups but what you really wanted was coffee. Yet you spent all your time eyeing each other’s cups. Now if life is coffee, then the jobs, money and position in society are the cups. They are just tools to contain Life, but cannot really change the quality of Life. Sometimes, by over …show more content…
Otherwise, it will get just very complex for the constituent audience. We have done in the IT business about, I think, nine or 10 acquisitions for the past two or two-and-a-half years. They've all been with a specific strategic focus in mind. We have not done any acquisition for accretion or to just multiply sales. So, if you look at it, the acquisitions have accounted over the past two years for maybe about 3.5 to 4% of our growth rates and not more than.
So, if we are growing at 30% or 32%, the acquisitions have topped it by another three or 3.5%. The approach is that we identify areas where we need an expertise to be taken from the market because it's faster. We target a candidate or set of candidates where we want a jumpstart in a particular geography. Like, we're now looking specifically for an acquisition in Germany.
Because we are small in Germany, we are very large in UK; the German market is the same size as the UK market. We can grow it organically, but it will take us five years. If we can get the seat of a good acquisition, we can do it in two or three. But, we want to get into a different kind of a segment of the business, which integrates with the rest of our business. Info crossing where we bought the data center company was typically we're the leaders from India in infrastructure