110 LeadiNg iN turbuLeNt times can give ideas and that they will be listened to, and that their ideas will be acted upon if they are good ones. There is a lot of participation in innovation and coming up with new ideas and initiatives. We encourage our employees to volunteer time for good causes. There is commitment and passion. They feel that the company has a purpose. In fact our tag line is, Powered by intellect and values. I think we have created a global, world-class organisation.' There is no hubris in Kris Gopalakrishnan's statement. His belief is that if you are to compete on the world stage you must create a world-class organisation. Mediocrity is not an option. the organism Over 12 years, ICICI Bank has gone from an organisation of around 1000 people to a group now employing close to 100,000 people directly. Along the way structures have had to undergo continuous change as new companies came into the fold and the way it did business was reassessed, and new products came onto the market. `To me this has also been a challenge', says K.V. Kamath. `And it is an even bigger challenge to an organisation during turbulence or headwinds if you have a rigid organisational structure. An organisation's structure has to be like a living organism, able to change shape and character. In headwinds organisations need to look at their structure as much as the businesses.' Kamath describes the most important elements of structure as `the ability to basically mould itself to