The words “Deepi said so,” have been banned in the organisation because there is an understanding that each person is an expert in their domain and therefore knows better and has to take ownership. “Many people who work with us don’t say they are going to the office, they say they are going to school,” says Deepinder, because every day there is something new to learn. No one person can do it, and at Zomato, there are some 5,000-odd people doing it every day. It takes a lot of people with similar goals of growth, improvement, joy-making, and change. Building a company is no different from the act of nation-building. This doesn’t come from setting small agendas, it comes from culture. People who work with a sense of ownership and are dedicated to improving, innovating, and building like it’s their company. When the Accord owner saw the bumper he said, “I will never buy a Japanese car ever.” And asked Deepinder to go.Īny company is as great as its people and Zomato has managed to pick some of the greatest. What could have been a potential situation, though, turned out to be just another serendipitous moment on Zomato’s journey. While my car was unscathed, the bumper of the Acord came off,” he shares. “I was driving a Chevy Aveo, and I bumped into an Accord. When the meeting was rearranged, he met with an accident on the way. Sajeev had invited him for a breakfast meeting, and Deepinder slept right through it. But Deepinder ended up missing the first meeting. He finally got around to responding to Sanjeev’s email after four days and agreed to meet him. “Sanjeev hadn’t signed off his mail as anything. “I used to get a lot of marketing emails from Naukri, I just assumed this was one of them, and it went into my archives,” he says, indicating that he did not know who Sanjeev was. But he didn't almost respond to the mail. Deepinder got an email from Sanjeev Bikhchandani, the founder of Info Edge, which owns.
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