Zitat des Tages von Azim Premji:
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.
What is excellence? It is about going a little beyond what we expect from ourselves. Part of the need for excellence is imposed on us externally by our customers. Our competition keeps us on our toes, especially when it is global in nature.
The customer is a remarkably selfish person: He takes the relationship to where the execution is in his favor.
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.
The success of Wipro has made me a wealthy person.
Western companies want access to Indian talent. That is why they outsource; that is why they come to India to set up base.
You need a commitment which is long term and a commitment to leadership, because that's the only way you build excellence.
This whole issue of Hindu-Muslim in India is completely overhyped.
You have students in America, in Britain, who do not want to be engineers. Perhaps it is the workload, I studied engineering, and I know what a grind it is.
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.
To have strongly integrated managers who have a deep understanding of technology is a rare and difficult combination to build. You have to invest a lot in selecting and training these people.
Technical people tend to be more 'techie,' and management people are more 'managerial.'
There are 600 districts in India. Every district in India has a teacher-training institute.
Certain product lines are more suited to be manufactured in proximity with the customer, while others are more suitable to be manufactured in India.
You can do clean business in India.
How can you contribute towards building the Indian society and the Indian nation? No better way than to upgrade the quality of young people in school, particularly the schools which are run by the state government in the villages.
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.
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.
Talent is in short supply everywhere. At Wipro, we are training nonengineers to be engineers.
We are partners to leading organizations across industries and have delivered marquee and transformational programs.
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.
You cannot get into business for the fashion of it.
The test of our social commitment and humanity is how we treat the most powerless of our fellow citizens, the respect we accord to our fellow human beings. That is what reveals our true culture.
Excellence can be as strong a uniting force as solid vision.
Ecology and economy are becoming inextricably entwined, and the world is becoming more conscious of this fact.
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.
You cannot have a society where you spend more than you earn. I mean, it's just fundamentally not viable in the long run.
I can't have my employees sitting in traffic when they should be in the office. Spending two-and-half hours in the car is a huge waste of productive time.
I have always felt intuitively that somehow such wealth cannot be the privy of any one person or any one family.
The old boys' club of closed tennis court relationships is on the way out.
We entered the global market only in the end-'80s, and that was because imports became more liberal.
People are realistic enough to appreciate what the market values of different people are.
I don't think being a Muslim or being a non-Muslim has been an advantage or disadvantage.
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.
Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.
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.
