One of the big lessons I have learnt from my life is that things are never as difficult as they seem. When you actively plunge into it, you realize you can easily do it.

One of the big lessons I have learnt from my life is that things are never as difficult as they seem. When you actively plunge into it, you realize you can easily do it.

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.

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 U.K. and the U.S. are quite similar in that they have high-productivity, English-speaking workforces who don't mind working long hours. Working in those countries is not a problem.

In any software work, you have IT consultancy competence required to build the systems.

We get first-rate faculty members from the leading engineering and science institutes to train our people.

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.

Technical people tend to be more 'techie,' and management people are more 'managerial.'

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

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.

When you are under pressure, you make the bold steps faster; you don't make the bold steps slower.

I am particularly interested in primary education because the state of affairs in primary education in this country is a cause for concern.

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

The West is not producing enough engineers.

You need a commitment which is long term and a commitment to leadership, because that's the only way you build excellence.

You can do clean business in India.

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.

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

Wipro Arabia is a joint venture company with Dar Al Riyadh, a well-diversified group in Saudi Arabia.

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

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.