Azim Premji Quotes
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Wipro is one of the fastest growing companies regionally and globally, and I am personally very excited with our journey in the Kingdom of Saudi Arabia.
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I can speak English. I can speak Hindi. I can understand one or two other languages.
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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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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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The U.K. and the U.S. are quite similar in that they have high-productivity, English-speaking workforces who don't mind working long hours. Working in those countries is not a problem.
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Colleges produce more sports therapists than engineers. Perhaps because America is a sporty country: a lot of outdoors.
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If there are differences of views or divergence of ideas, they can be resolved through discussion and dialogue.
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The West is not producing enough engineers.
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We entered the global market only in the end-'80s, and that was because imports became more liberal.
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Our business model is primarily that of consulting, engineering, system integration, and managed services.
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The customer is a remarkably selfish person: He takes the relationship to where the execution is in his favor.
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I think that any wealth creates a sense of trusteeship... it is characteristic of the new generation which has created wealth to have some amount of responsibility for it.
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Even if I was to give my children a small part of my wealth, it would be more than they can digest in many lifetimes.
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I think the advantage of democracy is that it makes us less dependent on a group of leaders.
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You need a commitment which is long term and a commitment to leadership, because that's the only way you build excellence.
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You have got the right strategy, the right geography; you have got the right customers. You need to prioritise them better; we need to grow them better, mind them better. We need to give more value to them, and we need to execute a lot of areas in the organisation where we are not executing.
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We run courses for government school teachers on Sundays. These teachers pay for their own food and stay; the kind of commitment you find in these people is remarkable.
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The concept of the strong linkage to the family is breaking down in Western nations.
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The Western world loves liberalisation, provided it doesn't affect them.
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Customers are now driven by trying to optimize value.
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Interestingly, many Indian companies where there's a father-and-son combination are being run as joint CEO organizations because the father has not given up running the company and the son is actively involved in running the company, and there is division of responsibilities.
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The responsibility of philanthropy rests with us. The wealthier we are, the more powerful we get. We cannot put the entire onus on the government.
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When I took over the family business, it had already been a publicly traded company for 20 years. During one of the first annual meetings I attended, one shareholder stood up and advised me and everyone in attendance that I should resign.
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Private sector cannot substitute the role of the government in primary education.