Punit Renjen Quotes
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I'm not motivated by having the largest revenue base - you get that as an outcome. If we do our job well, we will be appropriately rewarded.
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We are an organization led by a purpose - to make a positive, meaningful impact that matters to everyone Deloitte touches. I will do my best to serve the network by helping enable our leaders and people to fulfill their passion to make a difference.
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While they believe the pursuit of profit is important to sustaining a business, millennials also say that pursuit must be accompanied by a sense of purpose, by efforts to create innovative products or services, and, above all, by consideration of individuals as employees and members of society.
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Our goal is not to be the biggest. Our goal is to be the best. That is why the aspiration that I have picked is to be the undisputed leader in professional services, and I'm starting with intangible metrics.
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All the good work in the world will not compensate for the damage that a single facet of the business, or a rogue individual, can do. Insider trading, environmental damage, human-rights violations, and opportunistic practices erode trust and result in net negative impact.
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We want all clients to think of us first when they want to hire an auditor or if they want to have an adviser to solve difficult corporate problems. We want the best talent to join our firm.
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If corporations are to remain a legitimate instrument of collective action, they must concern themselves directly with the well-being of those party to, and affected by, their actions.
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Millennials want to work for organizations that prioritize purpose as well as profit. It's as simple as that.
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I want to be a purpose-driven, purpose-led organization, and I want the organization to achieve this aspiration of being the undisputed leader in professional services.
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The more a business is able to develop and articulate a core purpose and engage with millennials, who equate purpose with business excellence, the greater chances for long-term success.
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The profound lack of economic opportunity for those left behind by globalization has created an ever-widening gap between the 'haves' and the 'have nots.'
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Technology is advancing at breakneck speed, upending old ways of doing business and resetting the social contract between employers and employees.
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For a firm to be exceptional, it has to be led by purpose. Our purpose is to make an impact that matters.
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Creative tension is constructive. Its purpose is to bring out the very best in management so that senior executives can generate the greatest value for shareholders, stakeholders, and society at large.
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It is a privilege to be part of an organization that delivers high-quality services and innovative solutions to the best clients, develops the most talented professionals into leaders, and does its part to improve the societies in which we operate.
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A strong sense of purpose drives businesses to take the long view and invest for growth.
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I have put in more than 10,000 hours perfecting my craft. And I am good at it.
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Diversity is not just the right thing to do but right for business.
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For millennials, conducting business with a purpose that goes beyond making profits is critically important in determining the kind of company they want to work for - and the kind of company with whom they are willing to do business.
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Skills-building opportunities should be extended to people outside of the mainstream talent pool. That might include at-risk youth, veterans returning to the workforce, or immigrants struggling to make a life for themselves in a foreign culture. The process for creating wealth must begin with creating opportunity for all.
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For us as a firm, not only from a risk mitigation standpoint but also as a point of differentiation, it is incredibly important to get consistency and the very best individuals with the capabilities to do the very best job.
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Exceptional businesses sustain bottom-line results, which they invest to create meaningful, positive impact for their stakeholders.
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As long as we deliver services with the highest level of quality and integrity, I'm happy.
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As business leaders, we should not choose between profit or good; rather, we must choose to profit from good. And that requires connecting what we do with a purpose beyond profit - a reason to exist that meets our shared sense of 'doing good.'