a lot of innovation has accelerated . It was more about accelerating investments in existing technologies .”
Investments can go either way and , in Eric ’ s case , when HCL released its FY21 second-quarter figures on the 16th October , it was revealed that their prudent financial decisions and the nimble mentality he ’ s instilled in teams across the globe which allowed them to rapidly respond to the pandemic , were ultimately beneficial for the company . Not just for the ‘ boots on the ground ’. HCL announced a net income of US $ 424mn , up 12.7 per cent year-on-year - exponential growth in a time period of uncertainty . Naturally , from an outsider ’ s perspective , you ’ d assume that this - alongside the fact that HCL Technologies has been the fastest-growing large technology company globally for four years in a row - would have something to do with the technologies that it has access to . Speaking of the “ technological arsenal ”, Eric notioned that it ’ s neither cloud adoption , digital transformation or next-gen technology that is truly revolutionising the system currently . In response to the suggestion , the CPO stated that “ It ’ s none of those . It ’ s actually HCL ’ s business architecture . Our architecture has multiple lines of business - IoT , artificial intelligence ( AI ), cloud-based services , included .” But Eric was quick to clarify that it isn ’ t the technology itself that is transforming the company - it ’ s the people in charge of the tech . At HCL Technologies ,
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