Azim Premji Quotes
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The Western world loves liberalisation, provided it doesn't affect them.
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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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The West is not producing enough engineers.
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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 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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We entered the global market only in the end-'80s, and that was because imports became more liberal.
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We understand how to build and manage businesses that involve technology, engineering, and people at a large scale on a global platform.
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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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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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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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I think the advantage of democracy is that it makes us less dependent on a group of leaders.
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Talent is in short supply everywhere. At Wipro, we are training nonengineers to be engineers.
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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.
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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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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 concept of the strong linkage to the family is breaking down in Western nations.
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Our business model is primarily that of consulting, engineering, system integration, and managed services.
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Customers are now driven by trying to optimize value.
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Private sector cannot substitute the role of the government in primary education.
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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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If there are differences of views or divergence of ideas, they can be resolved through discussion and dialogue.
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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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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.