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.
We've always seen ourselves as Indian. We've never seen ourselves as Hindus or Muslims or Christians or Buddhists.
Despite widely differing perspectives and agendas, there seems to be a remarkable global consensus that has built up over a fairly short period of time that climate change and ecology is one of the truly defining issues for humanity.
The importance of this success of Wipro has become manifold more, because it's the success of Wipro that enables the possibility of making a difference to some of the most disadvantaged people in the world.
If there are differences of views or divergence of ideas, they can be resolved through discussion and dialogue.
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.
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.
Ecology and economy are becoming inextricably entwined, and the world is becoming more conscious of this fact.
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.
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 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.
We get first-rate faculty members from the leading engineering and science institutes to train our people.
We entered the global market only in the end-'80s, and that was because imports became more liberal.
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.
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.
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.
Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.
Technical people tend to be more 'techie,' and management people are more 'managerial.'
We are partners to leading organizations across industries and have delivered marquee and transformational programs.
Customers are now driven by trying to optimize value.
