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As you can see, there are three parts to it. The first part is about our business space. We want to be a "business enabling software solutions" company. The second part has to do with our approach. We want to be what we want to be, in "partnership" with our customers.
After all, the wisdom of the world is not in us. Also, it is the ability to "accept, to receive" that is invariably bigger than the ability to "give". The inherent message is that, we do not want to present ourselves as people who can transform our customer's business all by ourselves. It is only when a partnership is struck, we are able to be our best and deliver value. Also, desire for "partnering" creates an all-together different pressure on us to "earn" that place in the customer's world. The emphasis on partnering also rules out tactical business relations - however tempting they may appear in the short run. Partnership always is a long-term concept.

The third part of the Mission Statement talks about "a joyous environment for our people". Quite clearly, we envisage a workplace that looks beyond the beaten concepts of people orientation and will have to challenge itself continually to create "joy" in the minds and hearts of those who work with us. Having carved out our Mission Statement, we said, we now need a set of tangible, time bound Visions that will tell us whether we have succeeded or not. This was another long drawn out, but very satisfying session.

We said, we would consider ourselves fulfilled if by 2005, we could achieve the following four Visions: -