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.
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.
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.
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.
You have got the right strategy, the right geography; you have got the right customers. You need to prioritise them better; we need to grow them better, mind them better. We need to give more value to them, and we need to execute a lot of areas in the organisation where we are not executing.
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.
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.
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.
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.
If one has been blessed or have been fortunate enough to have got much more than normal wealth, it is but natural that one expects a certain fiduciary responsibility in terms of how that wealth is applied, used and leveraged for purposes of society.
Even if a media of a TV is not available in a home, there's this concept of community homes, where a reasonably well-off villager will have a TV - and a nice TV - and he'll keep it outside the house in the evenings.
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.
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.
How can you contribute towards building the Indian society and the Indian nation? No better way than to upgrade the quality of young people in school, particularly the schools which are run by the state government in the villages.
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.
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.
You have students in America, in Britain, who do not want to be engineers. Perhaps it is the workload, I studied engineering, and I know what a grind it is.
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.