I have never had the need or thrill for being wealthy.

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

We are partners to leading organizations across industries and have delivered marquee and transformational programs.

I inherited the company from my father after he died very unexpectedly from a heart attack in 1966. He was just 51 years old, and I was 21.

Private sector cannot substitute the role of the government in primary education.

The job of nation building, the job of nation leadership in a difficult, complex coalition has worked.

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

People are realistic enough to appreciate what the market values of different people are.

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

I have always felt intuitively that somehow such wealth cannot be the privy of any one person or any one family.

Talent is in short supply everywhere. At Wipro, we are training nonengineers to be engineers.

We've always seen ourselves as Indian. We've never seen ourselves as Hindus or Muslims or Christians or Buddhists.

Certain product lines are more suited to be manufactured in proximity with the customer, while others are more suitable to be manufactured in India.

There are 600 districts in India. Every district in India has a teacher-training institute.

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

I can't have my employees sitting in traffic when they should be in the office. Spending two-and-half hours in the car is a huge waste of productive time.

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

Colleges produce more sports therapists than engineers. Perhaps because America is a sporty country: a lot of outdoors.

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.