Quotes from Punit Renjen

As I progressed in the firm, I learnt the craft, and as I learnt my craft, my partners and the firm threw up different opportunities.

I had this scholarship, two pairs of tight jeans, and a couple of hundred extra dollars, and I showed up in Oregon and went to school there.

I grew up in India. From my childhood, I remember the great reverence that people held for our national hero, Mahatma Gandhi. He galvanized millions to march as one, disarmed the empire that had ruled his country for nearly a century, and enabled India to become a free and independent nation.

Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.

For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.

Fresh out of grad school, I arrived for my first day of work at Deloitte ready for the long haul. For my generation, that's what those early years were about - laying the foundation for a lifelong career with a great organization. More than 30 years later, I'm still with Deloitte, and I have no regrets.

Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.

As long as we deliver services with the highest level of quality and integrity, I'm happy.

It is no longer enough to have a good product. A company's purpose and the way it treats its employees and the global community to which it belongs is also of great importance.

For any young people looking for job opportunities, good grades and academic results are important, but what is more important may be showing you are someone who has the drive and capability and can fit in the company culture.

Skills-building opportunities should be extended to people outside of the mainstream talent pool. That might include at-risk youth, veterans returning to the workforce, or immigrants struggling to make a life for themselves in a foreign culture. The process for creating wealth must begin with creating opportunity for all.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

We want all clients to think of us first when they want to hire an auditor or if they want to have an adviser to solve difficult corporate problems. We want the best talent to join our firm.

The more a business is able to develop and articulate a core purpose and engage with millennials, who equate purpose with business excellence, the greater chances for long-term success.

Technology is advancing at breakneck speed, upending old ways of doing business and resetting the social contract between employers and employees.

Gandhi held no formal position of authority. Nor was there an organized army standing behind him. What he did have were his core beliefs and the audacity to speak truth to power.

For us as a firm, not only from a risk mitigation standpoint but also as a point of differentiation, it is incredibly important to get consistency and the very best individuals with the capabilities to do the very best job.

We are an organization led by a purpose - to make a positive, meaningful impact that matters to everyone Deloitte touches. I will do my best to serve the network by helping enable our leaders and people to fulfill their passion to make a difference.

As a young boy growing up in Rohtak, India, I had no idea what my life's work would be. But my parents instilled in me something that I have never forgotten: that work must have a sense of purpose beyond mere financial gain; that to be meaningful, work should make a positive and lasting difference in the lives of others.

Most millennials have no problem standing their ground when asked to do something that conflicts with their personal values.

It is harder to get into Deloitte than into the University of Pennsylvania.

Absolutely, at a macro-level, I want our firm to be a purpose-led firm. This notion of making an impact that matters, I want that embedded in whatever we do.

Success in M&As comes with executing with vigour along with the obvious right choices that you got to make.

Leadership changes, and evolving marketplace conditions can significantly impact business strategy.