Azim Premji Quotes

There are 600 districts in India. Every district in India has a teacher-training institute.
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.
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.
This whole issue of Hindu-Muslim in India is completely overhyped.
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.
We are partners to leading organizations across industries and have delivered marquee and transformational programs.
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.
We entered the global market only in the end-'80s, and that was because imports became more liberal.
We get first-rate faculty members from the leading engineering and science institutes to train our people.
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.
We understand how to build and manage businesses that involve technology, engineering, and people at a large scale on a global platform.
We've always seen ourselves as Indian. We've never seen ourselves as Hindus or Muslims or Christians or Buddhists.
Western companies want access to Indian talent. That is why they outsource; that is why they come to India to set up base.
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.
What we are doing is we are putting in significant training into the people we have currently to upgrade their skill resources, upgrade the presentation resources, and upgrade what we expect from them in terms of not business as usual.
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.
When you are under pressure, you make the bold steps faster; you don't make the bold steps slower.
Wipro Arabia is a joint venture company with Dar Al Riyadh, a well-diversified group in Saudi Arabia.
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.
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.
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AuthorName
Azim Premji
Profession
Businessman
BirthDate
24 July, 1945
Country
India
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Adi Godrej Ajay Piramal Anand Mahindra Anil Agarwal Anil Ambani Arunachalam Muruganantham Azim Premji Baba Kalyani Bhavish Aggarwal Cyrus S. Poonawalla Dhirubhai Ambani Dilip Shanghvi Dinesh Paliwal Gautam Adani Gautam Singhania J.P. Rangaswami Jaiprakash Gaur Jamshyd Godrej Kallam Anji Reddy Kris Gopalakrishnan
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