Azim Premji Quotes
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Western companies want access to Indian talent. That is why they outsource; that is why they come to India to set up base.
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The old boys' club of closed tennis court relationships is on the way out.
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All our hiring staff are trained to interview in English. They're trained to look for Westernized segments because we deal with global customers.
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If one has been blessed or have been fortunate enough to have got much more than normal wealth, it is but natural that one expects a certain fiduciary responsibility in terms of how that wealth is applied, used and leveraged for purposes of society.
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You can do clean business in India.
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The important thing about outsourcing or global sourcing is that it becomes a very powerful tool to leverage talent, improve productivity and reduce work cycles.
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The importance of this success of Wipro has become manifold more, because it's the success of Wipro that enables the possibility of making a difference to some of the most disadvantaged people in the world.
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Despite widely differing perspectives and agendas, there seems to be a remarkable global consensus that has built up over a fairly short period of time that climate change and ecology is one of the truly defining issues for humanity.
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With the attention I got on my wealth, I thought I would have become a source of resentment, but it is just the other way around - it just generates that much more ambition in many people.
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Saudi Arabia has proved to be the growth engine for Wipro.
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Excellence can be as strong a uniting force as solid vision.
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The principal challenge we face is to go up the value- and domain-skill chain and build a strong consultancy front end and, also, to globalize our leadership much more.
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I.B.M. was not really bringing their best technologies to India. They were dumping old machines in the country that had been thrown away in the rest of the world 10 years before.
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I was studying at Stanford University with two quarters left to go before receiving an undergraduate degree in electrical engineering. Then, I got the telephone call from my mother. I had no choice. I went home, and I jumped into the company feet first, right from day one. There was no time to grieve my father.
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We believe that two people who have worked together for more than 10 years and been in the company for more than 15 years would be able to work very well as a team.
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The success of Wipro has made me a wealthy person.
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My dad told me he wanted me to join in the business, but nothing was firm. He was quite young when he died, so we hadn't talked about it in depth.
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The public/private partnerships are taking various forms in India. It is individuals who are socially oriented are setting up schools. They're setting up colleges. They're setting up universities. They're setting up primary-education schools in the villages, particularly the villages their original families came from.
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Talent is in short supply everywhere. At Wipro, we are training nonengineers to be engineers.
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Our experience is that it is not terribly difficult to do business in China. But the issue is, how much stability do you have in terms of what you negotiate up front and when you've got your feet and your investments on the ground.
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Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.
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I can speak English. I can speak Hindi. I can understand one or two other languages.
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There's a reasonable amount of traction in college education, particularly engineering, because quite a lot of that is privatized, so there is an incentive to set up new colleges of reasonably high quality.
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The Indian community in Canada has integrated much better than the Indian community in United States. They've become really Canadian at the same time as keeping all their Indian characters and customs and social groups.