Quotes from Azim Premji

In our way of working, we attach a great deal of importance to humility and honesty; With respect for human values, we promise to serve our customers with integrity.

Leadership is the self-confidence of working with people smarter than you.

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.

As you get bigger, you have to learn to delegate.

The concept of the strong linkage to the family is breaking down in Western nations.

Western companies want access to Indian talent. That is why they outsource; that is why they come to India to set up base.

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.

Our business model is primarily that of consulting, engineering, system integration, and managed services.

It is the strength of our culture that we can have Sonia Gandhi, who is Catholic, a Sikh prime minister, and a Muslim president.

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.

You must get engaged with people who are far less privileged than you. I think you must devote your time if not your resources... Because it is very, very important from the point of view of the development of our country.

The West is not producing enough engineers.

I don't think being a Muslim or being a non-Muslim has been an advantage or disadvantage.

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.'

Saudi Arabia has proved to be the growth engine for Wipro.

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.

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 old boys' club of closed tennis court relationships is on the way out.

Our experience is that it is not terribly difficult to do business in China. But the issue is, how much stability do you have in terms of what you negotiate up front and when you've got your feet and your investments on the ground.

People are the key to success or extraordinary success.

People have to take control of their own lives. Education is key because it also raises other social indicators like healthcare.

Frankly, I don't know how many companies there are, globally, which are truly global.

You cannot mandate philanthropy. It has to come from within, and when it does, it is deeply satisfying.