I feel that business leaders with their ability to create businesses, with their ability to scale, need to play an important role in social service.

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

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

The success of Wipro has made me a wealthy person.

Parents realize their wealth should be used for social good rather than children's good.

Even if I was to give my children a small part of my wealth, it would be more than they can digest in many lifetimes.

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.

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

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.

The responsibility of philanthropy rests with us. The wealthier we are, the more powerful we get. We cannot put the entire onus on the government.

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 three ordinary things that we often don't pay enough attention to, but which I believe are the drivers of all success, are hard work, perseverance, and basic honesty.

The public/private partnerships are taking various forms in India. It is individuals who are socially oriented are setting up schools. They're setting up colleges. They're setting up universities. They're setting up primary-education schools in the villages, particularly the villages their original families came from.

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.

I can speak English. I can speak Hindi. I can understand one or two other languages.

You cannot underestimate the value of luck in success in life. And I've really learned to appreciate that.

The U.S. is a complex country. It has a high predominance of immigrants who have been eminently successful.

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.

There's a reasonable amount of traction in college education, particularly engineering, because quite a lot of that is privatized, so there is an incentive to set up new colleges of reasonably high quality.

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

I.B.M. was not really bringing their best technologies to India. They were dumping old machines in the country that had been thrown away in the rest of the world 10 years before.

Being in the consumer business helps us groom talent in areas like marketing, finance and logistics. We can benchmark our outsourcing business to our consumer business and its best practices.

All our hiring staff are trained to interview in English. They're trained to look for Westernized segments because we deal with global customers.

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