Punit Renjen Quotes
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I'm good at what I do. I'm really, really good at what I do, and I'm not saying this with any level of arrogance.
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I grew up in India. From my childhood, I remember the great reverence that people held for our national hero, Mahatma Gandhi. He galvanized millions to march as one, disarmed the empire that had ruled his country for nearly a century, and enabled India to become a free and independent nation.
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I had this scholarship, two pairs of tight jeans, and a couple of hundred extra dollars, and I showed up in Oregon and went to school there.
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Exceptional firms have always been good at aligning their mission or purpose with their execution and, as a result, have enjoyed category leadership in sales and profits.
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As a young boy growing up in Rohtak, India, I had no idea what my life's work would be. But my parents instilled in me something that I have never forgotten: that work must have a sense of purpose beyond mere financial gain; that to be meaningful, work should make a positive and lasting difference in the lives of others.
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Leadership changes, and evolving marketplace conditions can significantly impact business strategy.
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It is no longer enough to have a good product. A company's purpose and the way it treats its employees and the global community to which it belongs is also of great importance.
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Success in M&As comes with executing with vigour along with the obvious right choices that you got to make.
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While I was in school, a local magazine picked the 10 best students, and they picked me and profiled me in the magazine.
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Many businesses find their culture organized around a dangerous fault line known as 'us and them,' with executives on one side and employees on the other. The divide is both real and expensive.
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I wish I was a great cricket player, but I am not.
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Most millennials have no problem standing their ground when asked to do something that conflicts with their personal values.
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An organization's culture of purpose answers the critical questions of who it is and why it exists. They have a culture of purpose beyond making a profit.
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Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.
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In order to generate extraordinary profits, you must have a focus that is beyond profits. You need to focus on how you serve your clients.
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As a society, we need to refocus on creating an economy that works for everyone. I believe the business community is in the best position to lead the way.
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When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.
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Fresh out of grad school, I arrived for my first day of work at Deloitte ready for the long haul. For my generation, that's what those early years were about - laying the foundation for a lifelong career with a great organization. More than 30 years later, I'm still with Deloitte, and I have no regrets.
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Gandhi held no formal position of authority. Nor was there an organized army standing behind him. What he did have were his core beliefs and the audacity to speak truth to power.
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It is harder to get into Deloitte than into the University of Pennsylvania.
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For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.
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Are businesses really benefitting if their communities are suffering? It doesn't seem like it.
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Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.
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Rethinking product supply chains offers another opportunity for traditional enterprises to introduce a host of positive outcomes.