A Quote by Azim Premji
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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Men are much more up-front with their friends. There isn't as much maneuvering, back-stabbing and covert campaigning. It is what it is at face value.
A lot of people relate leadership to formalities. They believe that leadership is about being professional and strong and always right and being a booming voice. I just don't buy that. I think that leadership is a soft skill; it's a people skill.
I think you feel more liberated in a foreign country. You're more open. You understand less about the social constructs that exist in a certain place, so you take people more at face value, and you're also taken more at face value, which makes you more able to be yourself.
Leadership is the great challenge of the 21st century in science, politics, education, and industry. But the greatest challenge in leadership is parenting. We need to do more than just get our enterprises ready for the challenges of the twenty-first century. We also need to get our children ready for the challenges of the 21st century.
The end-to-end value chain analysis proposed by the World Economic Forum has proved to be useful methodology, not only to identify trade barriers but also to highlight the importance of coordination among public-sector institutions.
Our strength and our security depends obviously on having a strong military, having a strong economy, and also on our ability to have willing allies and nations join us in common global efforts, the principal one today being terrorism.
You need strong leadership to effectuate change, and the easiest way is to keep everything status quo. And sometimes changes are necessary. If not, you build up too much potential energy.
Before we come to a challenging situation, before the universe squeezes us, how much of our effort is geared toward the reason we came to this world? The more focus we have on the front end, the less focus we end up needing on the back end.
Usually people in the acting business end up both in front of and behind the camera. Working for so long in the business, I know how it works. It's not too much of a challenge; the challenge is making it all come together, being in charge of a huge team of people that you trust.
Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable...It's uncomfortable to stand up in front of strangers. It's uncomfortable to propose an idea that might fail. It's uncomfortable to challenge the status quo. It's uncomfortable to resist the urge to settle...If you're not uncomfortable in your work as a leader, it's almost certain you're not reaching your potential as a leader.
I think one of the things people don't understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins. It's a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.
In my experience, the skill of success breaks down into three things. The skill of marketing. The skill of sales. And the skill of leadership.
To globalize for the sake of globalizing-as a matter of ego-is perilous. Expanding internationally is hard, risky work. Globalization is not just about putting up a plant. It's not about making an acquisition. It's much, much more.
It can be a challenge not to let failure, or negativity from others, prevent you from going after what you believe in and what in your gut you know can work. However it is important to face these challenges head on and give them a go and importantly don't beat yourself up if you fail - just pick yourself up, learn as much as you can from the experience and get on with the next challenge.
A.P., like the rest of India, has huge potential to move up the value chain by investing in small and medium enterprises to create more value addition and better paid jobs.
I decided to write Leadership BS because I was irritated by the hypocrisy in the leadership literature and the fact that many of the people writing leadership books exhibited behavior that was precisely the opposite of what they advocated and also what they claimed they did. Stories did not seem to be a good foundation on which to build a science of leadership.
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