India's growth drivers are actually two growth drivers. One is consumption, which arises out of our demographic advantage. And the other is the investments. Because we need a lot of investment in the country.

What I was told by my parents was that, you know, take this inhibition out whether you're a girl or a boy. Basically, pursue your dream, and as long as you're a capable and hardworking human being, you will be able to follow and fulfill your dream.

One thing I would say about the Indian consumer is that as much change and as much technology, innovation that you offer to the Indian consumer, the Indian consumer is very receptive and actually keep expecting more, and we have had that great experience.

If we look at India and the Indian demographics and the Indian consumer, I think the Indian consumer is going digital, social, and mobile. They want everything in a digital format, everything available on the go, and we socially connected.

Every business has to re-think their own business model and say does it meet this DSM test and do their products and services meet the test of being digital, social, and mobile? I think the banks are doing the same.

Let me talk about what the banks are doing, and I think the banks have been working to make sure that, as much as possible, we move the currency to the smaller areas and to as many set of customers as possible.

Resolution can be in any form - S4A, SDR or restructuring - but we need an enabling environment where bankers feel comfortable to take decisions and where they also feel obliged to implement decisions in a timely manner.

It's not easy to have it all. Frankly, you know, you have to give as much to the career that the career requires and, at the same time, you have to give as much to the family as the attention that's required. But it can be done, yes.

The biggest challenge for me, for all of us, was that the consumer-credit market was very, very new for India and for ICICI. I was trying to create something that was not just new for me but absolutely unknown to the organization and the country as a whole.

We don't understand the equity market well, and so we deploy funds in fixed-income securities, and like any other securities, investment in those securities also need to follow the mark-to-market accounting principle.

I had to create a team of people who had worked in this industry for other banks. What I brought to that team was ICICI's strategic thinking, but when it came to domain knowledge or product nuances, I had to learn from the team.

The restructuring theme can be of various kinds. Some amount of debt gets serviced out of cash flows, some gets back-ended and resolved with sale of non-core assets of the company, and some debt gets converted into equity which might today look like a haircut.

Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.

What we see is that we actually have digital channels through which the customers interact, but we also take the absolute brick channels, which is the branch, and convert that experience into a more digitised experience.

I believe Indian banks have a strong funding profile with largely deposit-funded balance sheets, a large physical presence to cater to the needs of customers, and ability to provide comprehensive solutions to customers.

Even if it does not become cashless economy, it will become a less cash economy, and I think that itself is going to be a good and big achievement, and I think we are, as a country, gone through many of large changes, and ICICI has been a leader in many of them.

We have to address impediments that stall implementation of projects and streamline the process to ensure smooth execution going forward. We need to address the leverage levels among corporates to restart investment cycle.