As rightly indicated in the article “Humble person, great brand” ( Business Line , August 19), the Chief Mentor of Infosys, Mr Narayana Murthy, while demitting office, would have been a contented, happy man. He was the guiding spirit to many and led the IT field in a very distinguished manner for nearly three decades.

Only after the formation of Infosys, the terminology of ‘Corporate Governance' gained popularity. If similar governance, as that of Infosys, was followed by more large business houses and politicians, India would have achieved very tremendous growth and productivity.

Hats off to his simplistic approach to the value system and corporate governance aspects, which have brought laurels to him and his company. His achievement, as a first generation entrepreneur, in the short span of three decades is quite unparalleled in India.

R. S. Raghavan, New Delhi

Power to act

This is with reference to the article “The importance of being CAG” ( Business Line , August 18). The role of Comptroller and Auditor General cannot be compared to the auditor of a private sector company, appointed under the company law. He has to pierce the veil of just auditing the genuineness of the government transactions and has to testify the propriety and efficiency of such expenditures.

Any government which wants to ensure good governance to people ought to take into consideration the dynamics of the role of the CAG in revealing the efficacy of government spending in the right perspective. Stalwarts take this job, since governments depend upon tax payers' money, and their accountability to them is very strong. To assure good political governance to people, the CAG may be given the power to act independently, like the Election Commission.

N. R. Nagarajan, Sivakasi

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