By Aparna Alluri and Nikhil Inamdar.
The news is from the BBC.
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Jack Dorsey is stepping down.
At least a dozen other Indian-born techies are in the corner offices of the world's most influential Silicon Valley companies, including Parag Agrawal, who was appointed this week as the new CEO of the micro-messaging service.
All of the top bosses of IBM, Adobe, Palo Alto Networks, VMWare and Vimeo are Indian.
Indian-origin people make up just 1% of the US population and only 6 percent of Silicon Valley's workforce, yet they are disproportionately represented in the top brass. Why?
"India has the most citizens in a gladiatorial manner in the world," says R Gopalakrishnan, a former executive director of the company.
"From birth certificates to death certificates, from school admissions to getting jobs, from infrastructure to insufficient capacities, growing up in India gives Indians the skills to be natural managers," he says.
The fact that they often prioritize the professional over the personal helps in an American office culture of overwork.
"These are the characteristics of top leaders in the world," says Mr. Gopalakrishnan.
Four million people are part of a minority group that is among the wealthiest and most educated in the US.
Scientists and engineers make up about a million of them. More than 70% of H-1B visas issued by the US go to Indian software engineers, and 40% of foreign-born engineers in cities like Seattle are from India.
The authors of The Other One Percent: Indians in America write that the shift in US immigration policy in the 1960s is the reason for this.
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After seven years as CEO of Microsoft, Indian-born Satya Nadella was appointed Chairman this year.
National-origin quota were replaced by those who preferred skills and family unification. Soon after, highly-educated Indians began to arrive in the US, and then overwhelmingly, software programmers.
The authors say that this group of Indian immigrants did not resemble any other immigrant group from any other nation. They were among the upper-caste privileged Indians who could afford to go to a reputed college, but they also belonged to a small group that could finance masters in the US, which many of Silicon Valley's CEOs possess. The visa system narrowed it down to those with specific skills that meet the US's high-end labour market needs.
"This is the best of the crop and they are joining companies where the best rise to the top," says technology entrepreneur and academic Vivek Wadhwa. The idea was that they would help each other, and the networks they have built have given them an advantage.
Many of the India-born CEOs have worked their way up the company ladder, and this gives them a sense of humility that distinguishes them from other founder-CEOs who have been accused of being arrogant and entitled in their vision and management.
The ideal candidates for the top job at big tech are men like Mr Pichai and Mr Nadella, who bring a certain amount of caution, reflection and a "gentler" culture to the table.
Their low-key, non-abrasive leadership is a huge plus.
Indian-born managers have the ability to navigate complex situations, particularly when it comes to scaling organizations, according to Indian-American billionaire businessman and venture capitalist Vinod Khosla.
He says that the hard-work ethic sets them up well.
There are more obvious reasons. It is easier for Indians to integrate into the US tech industry if they can speak English. Indian education's emphasis on math and science has created a thriving software industry, which is further aided by top engineering or management schools in the US.
"In other words, the success of Indian-born CEOs in America is as much about what's right with America as it is about what's right with India," wrote Rupa Subramanya in Foreign.
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When he was made CEO of Google, he was 43.
Increasing opportunities in the Indian market and a huge amount of green card applications in the US have made a career abroad less attractive.
The American dream is being replaced by the India-based start-up dream, according to Ms Rai.
The emergence of India's "unicorns"- companies worth more than $1 billion - suggests that the country is starting to produce major tech companies, experts say. It's too early to tell what impact they will have.
India's start-up scene is relatively young. Role models of successful Indians both in entrepreneurship and in executive ranks have helped a lot, but it takes time to spread.
Most of the role models are still men. Their rapid rise isn't enough reason to expect more diversity from the industry, experts say.
Ms Rai says that women's representation in the tech industry is not close to what it should be.
Asia.
India.
The Silicon Valley.
The United States.
