Azim Premji
Azim Premji
Azim Hashim Premjiis an Indian business tycoon, investor and philanthropist, who is the chairman of Wipro Limited, informally known as the Czar of the Indian IT Industry. He was responsible for guiding Wipro through four decades of diversification and growth to finally emerge as one of the global leaders in the Software Industry. In 2010, he was voted among the 20 most powerful men in the world by Asiaweek. He has twice been listed among the 100 most influential people...
NationalityIndian
ProfessionEntrepreneur
Date of Birth24 July 1945
CountryIndia
One of the pre - requisites for children becoming proactive and responsible citizens is the availability of enough role models inside and outside the school.
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.
The Western world loves liberalisation, provided it doesnt affect them.
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.
I think the advantage of democracy is that it makes us less dependent on a group of leaders.
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.
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.
Always bear in mind that our own resolution to succeed is more important than any other one thing." - Abraham Lincoln6/26"One must have strategies to execute dreams.
Inflation is taking up the poverty line, and poverty is not just economic but defined by way of health and education.
We give people major responsibilities even if they are only 60 per cent ready. Our experience is that people are pretty elastic when you give them responsibility, and they just grow rapidly with the job.
The early years were more about learning than about acting. I had to carry on my father's work, which was a big challenge.
My company believes in hiring people based on merit.
The strategic initiatives we propose to undertake as part of our plan over the next few years position us well to lead this evolution.
As you get bigger, you have to learn to delegate. It's also an excellent way to get staff involved in the company's operations.