Top 117 Quotes & Sayings by Azim Premji
Explore popular quotes and sayings by an Indian businessman Azim Premji.
Last updated on December 23, 2024.
If the United States wants access to Chinese, Indian or Vietnamese markets, we must get access to theirs. U.S. protectionism is very subtle but it is very much there.
Being in the consumer business helps us groom talent in areas like marketing, finance and logistics. We can benchmark our outsourcing business to our consumer business and its best practices.
The Western world loves liberalisation, provided it doesn't affect them.
Excellence is a great starting point for any new organisation but also an unending journey.
When you are under pressure, you make the bold steps faster; you don't make the bold steps slower.
Inflation is taking up the poverty line, and poverty is not just economic but defined by way of health and education.
I think the advantage of democracy is that it makes us less dependent on a group of leaders.
People are the key to success or extraordinary success.
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.
We entered the global market only in the end-'80s, and that was because imports became more liberal.
Colleges produce more sports therapists than engineers. Perhaps because America is a sporty country: a lot of outdoors.
I have never had the need or thrill for being wealthy.
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.
You must get engaged with people who are far less privileged than you. I think you must devote your time if not your resources... Because it is very, very important from the point of view of the development of our country.
We've always seen ourselves as Indian. We've never seen ourselves as Hindus or Muslims or Christians or Buddhists.
Talent is in short supply everywhere. At Wipro, we are training nonengineers to be engineers.
The concept of the strong linkage to the family is breaking down in Western nations.
Certain product lines are more suited to be manufactured in proximity with the customer, while others are more suitable to be manufactured in India.
The success of Wipro has made me a wealthy person.
There are 600 districts in India. Every district in India has a teacher-training institute.
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.
The old boys' club of closed tennis court relationships is on the way out.
Ecology and economy are becoming inextricably entwined, and the world is becoming more conscious of this fact.
There are three lessons in philanthropy - one, involve the family, especially the spouse. She can be a remarkable driver of your initiative. Two, you need to build an institution, and you need to scale it up. Choose a leader for philanthropy whom you trust. Three, philanthropy needs patience, tenacity and time.
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.
If there are differences of views or divergence of ideas, they can be resolved through discussion and dialogue.
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.
A girl child who is even a little bit educated is more conscious of family planning, health care and, in turn, her children's own education.
The customer is a remarkably selfish person: He takes the relationship to where the execution is in his favor.
I have always felt intuitively that somehow such wealth cannot be the privy of any one person or any one family.
People are realistic enough to appreciate what the market values of different people are.
You cannot get into business for the fashion of it.
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 don't think being a Muslim or being a non-Muslim has been an advantage or disadvantage.
All our hiring staff are trained to interview in English. They're trained to look for Westernized segments because we deal with global customers.
Parents realize their wealth should be used for social good rather than children's good.
Over these years, I have irrevocably transferred a significant part of the shareholding in Wipro, amounting to 39% of the shares of Wipro, to a trust.
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.
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.
People have to take control of their own lives. Education is key because it also raises other social indicators like healthcare.
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.
I feel that business leaders with their ability to create businesses, with their ability to scale, need to play an important role in social service.
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.
I can speak English. I can speak Hindi. I can understand one or two other languages.
It is the strength of our culture that we can have Sonia Gandhi, who is Catholic, a Sikh prime minister, and a Muslim president.
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.
You cannot underestimate the value of luck in success in life. And I've really learned to appreciate that.
Frankly, I don't know how many companies there are, globally, which are truly global.
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.
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.
The U.S. is a complex country. It has a high predominance of immigrants who have been eminently successful.
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 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.
I think the most important reason for our success is that very early in our quest into globalisation, we invested in people - and we have done that consistently and particularly in the service business.
Even if a media of a TV is not available in a home, there's this concept of community homes, where a reasonably well-off villager will have a TV - and a nice TV - and he'll keep it outside the house in the evenings.
The three ordinary things that we often don't pay enough attention to, but which I believe are the drivers of all success, are hard work, perseverance, and basic honesty.
Excellence endures and sustains. It goes beyond motivation into the realms of inspiration.
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.
You cannot mandate philanthropy. It has to come from within, and when it does, it is deeply satisfying.
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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