your shareholders anymore . You ’ ve got a much broader set of stakeholders . And while that ’ s becoming more and more prevalent in corporate America and globally , the reality is that corporate Japan has always , always operated that way . It ’ s always been about stakeholders , not just about shareholders . It ’ s always been about what a company ’ s role and obligations are in the context of society and the community . That was actually one of the things that really attracted me . In my mind , the two are never at odds .”
“ Instead of winning just minds ,” he says , “ I think there ’ s a lot of focus on winning the hearts and minds of people . We still move very fast , but we always keep the long-term perspective in mind , which means any change that we ’ re doing is not just about what will give us the benefit in the next couple of years , but actually about building a much more sustainable institution in the future .”
As Dubey explains , this approach still involves taking risks when necessary . “ We are actually quite bold in our aspiration ,” he asserts , “ but we ’ re also patient to see those bets take time to mature and take fruit .
“ One of the things that happens when you move very fast is you make bets , you wash them , and if it doesn ’ t work out in a year or two , you move on and get on to the next stage . Here – because there is this more long-term focus on things and more patient focus – you can actually take bets and you can actually be patient to better return .
“ The last piece – probably the most important and something a lot of companies now talk about – is composed of your stakeholders , who are not just
The future of NTT ’ s IT Services expansion NTT ’ s global IT Services business has been surging over the past decade-anda-half , growing from US $ 1bn to US $ 30bn , helping drive transformation and position the business as the global , pre-eminent services company it is today .
“ If you look at scale , including the Japan business , the IT services business is about US $ 30bn , which puts us actually in the top five in the world ,” Dubey explains .
“ Our aspiration is to be one of the powerhouses in the world . We do have some work to do in terms of driving the awareness of the marketplace , of what we are capable of doing , what this portfolio is , and what the capabilities are .
“ We are significantly more diversified geographically ,” he explains . “ Most of our competitors – almost half the business , potentially more – are in North America . We have an almost equal split between EMEA , North America , and Japan , which is quite significant .
“ Obviously , growth is a big priority . Number two is bringing breakthrough innovations . And number three is bringing the global scale and the breadth and depth of capabilities with the local presence at scale that we have .”
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