entrepreneurship 1st assignment
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Entrepreneurship 1st Assignment
From
Shiva kumar .C
1HK11MBA38
HKBKCE
Bangalore
Biography of five entrepreneurs
To
Prof. Shahajahan
MBA Department
HKBKCE
Entrepreneurship 1 st Assignment
1
Biography of N.R. Narayana Murthy (infosys)
NagavaraRamaraoNarayana Murthy, also known as N.R. Narayana Murthy, is a widely
known Indian industrialist, software engineer and one of the seven founders of Infosys
Technologies, a global consulting and IT services company based in India.
Narayana Murthy was born into a Kannada Madhva Brahmin family in Mysore on August
20, 1946. N.R. Narayana Murthy graduated with a degree in electrical engineering from the
National Institute of Engineering, University of Mysore in 1967 from the government school,
and received his master’s degree from IIT Kanpur in 1969.
His first position was at IIM Ahmedabad as chief systems programmer where N.R. Narayana
Murthy worked on a time – sharing system and designed and implemented a BASIC
interpreter for ECIL (Electronics Corporation of India Limited).
After IIM Ahmedabad, Narayana Murthy joined Patni Computer Systems in Pune. Before
moving to Mumbai, Murthy met his wife Sudha Murthy in Pune who during that time was an
engineer working at Tata Engineering and Locomotive Co. Ltd. in Pune.
In 1981, Narayana Murthy founded Infosys with six other software professionals. N.R.
Narayana Murthy served as president of the National Association of Software and Service
Companies, India from 1992 to 1994.
Narayana Murthy is the brother – in – law of serial entrepreneur Gururaj “Desh” Deshpande
and the uncle of former NASSCOM Chairman and MphasiS chief Jerry Rao.
Narayana Murthy served the chair as the founder CEO of Infosys for 21 Years, and was
succeeded by co – founder NandanNilekani in March 2002. N.R. Narayana Murthy is the
chairman of the governing body of the International Institute of Information Technology –
Bangalore, and has been the Chairman of the Governing Body of the Indian Institute of
Management, Ahmedabad.
In addition, N.R. Narayana Murthy is associated with a host of Indian companies like the
Board of Directors of INSEAD, Board of Overseers of the University of Pennsylvania’s
Wharton School, Cornell University Board of Trustees, Business Advisory Council of Great
Lakes Institute of Management Chennai, SingaporeManagement University Board of
Trustees and the Board of Advisors for the William F.
AchtmeyerCenter for Global Leadership at the Tuck School of Business.Narayana Murthy
also sits on the Board of Governors of the Asian Institute of Management (AIM), a graduate
school of business that is located in the Philippines and is also the Chairman of the Board of
Members of School of Management, Asian Institute of Technology (AIT) located in
Bangkok, Thailand.
This renowned Indian entrepreneur is also the chairman of the Asia Business Council, an
organization headquartered in Hong Kong.
Narayana Murthy is an eminent member of the Advisory Boards and Councils of various well
– known universities like the Corporate Governance initiative at the Harvard Business
School, the Stanford Graduate School of Business, Yale University and the University of
Tokyo’s President’s Council.
Narayana Murthy serves as an independent director on the board of the DBS Bank of
Singapore – the largest government – owned bank in Singapore. Being a director on the
Central Board of the Reserve Bank of India, N.R. Narayana Murthy is the co – chairman of
the Indo – British Partnership, as a member of the Prime Minister’s council on trade and
industry, as a member of the Asia Advisory Board of British Telecommunications plc and as
a member of the Board of NDTV, India.
Narayana Murthy is also an independent director on the board of the European FMCG
giantUnilever. N.R. Narayana Murthy is an IT advisor to several Asian countries; also an
Independent Director on the board of HSBC.
Narayana Murthy has been the recipient of numerous awards and honours. In 1999, Business
Week named Narayana Murthy one of the nine entrepreneurs of the year and N.R. Narayana
Murthy was also featured in the Business Week’s ‘The Stars of Asia’ (for three successive
years – 1998, 1999 and 2000).
In 1998, the Indian Institute of Technology, Kanpur, one of the foremost institutes of higher
learning in India, awarded him the Distinguished Alumnus Award, and in 1996 – 97, N.R.
Narayana Murthy was awarded the JRD Tata Corporate Leadership Award.
In 2000, N.R. Narayana Murthy was awarded the Padma Shri, a civilian award by the
Government of India. Narayana Murthy was the first recipient of the Indo – French Forum
Medal (in the year 2003), awarded by the Indo – French Forum, in recognition of his role in
promoting Indo – French ties.
N.R. Narayana Murthy was voted the World Entrepreneur of the Year – 2003 by Ernst and
Young. In 2001, Narayana Murthy was declared by TIME / CNN as one of the twenty – five,
most influential global executives, a group selected for their lasting influence in creating new
industries and reshaping markets.
N.R. Narayana Murthy was awarded the Max Schmidheiny Liberty 2001 prize (Switzerland),
in recognition of his promotion of individual responsibility and liberty. Narayana Murthy was
one of the two people honoured as Asia’s Businessmen of the Year for 2003 by Fortune
magazine.
TIME magazine’s “Global Tech Influentials” list (August 2004) named him as one of the ten
leaders who are helping shape the future of technology. Narayana Murthy is also honoured as
the first recipient of the Indo – French Forum Medal (2003) that was awarded by the Indo –
French Forum in recognition of his role in promoting Indo – French ties.
In the following years, Narayana Murthy was showered with many more awards and
honorary titles. In December 2005, Narayana Murthy was voted as the 7th most admired
CEO / Chairman in the world in a global study conducted by Burson – Marsteller with the
Economist Intelligence Unit.
The Economist ranked him 8th among the top 15 most admired global leaders (2005).
Narayana Murthy was ranked 28th among the world’s most – respected business leaders by
the Financial Times (2005).
N.R. Narayana Murthy was recently awarded the Commander of the British Order (CBE) by
the British government.
Narayana Murthy is currently the non – executive Chairman and Chief Mentor of Infosys.
After stepping down as CEO of Infosys in 2002, N.R. Narayana Murthy has broadened his
scope of activities to social services as well as promoting India in the global market.
His corporate and social vision has been appreciated globally and N.R. Narayana Murthy is
the recipient of several awards including Padma Vibushan (in 2008) – India’s second highest
civilian award.
Achievement: One of the founders of Infosys Technologies Limited; Chosen as the World
Entrepreneur of the Year - 2003 by Ernst and Young
Narayana Murthy is the Non-Executive Chairman and Chief Mentor of Infosys Technologies
Limited. He is a living legend and an epitome of the fact that honesty, transparency, and
moral integrity are not at variance with business acumen. He set new standards in corporate
governance and morality when he stepped down as the Executive Chairman of Infosys at the
age of 60.
A final word: When, one day, you have made your mark on the world, remember that, in the
ultimate analysis, we are all mere temporary custodians of the wealth we generate, whether it
be financial, intellectual, or emotional. The best use of all your wealth is to share it with
those less fortunate.
I believe that we have all at some time eaten the fruit from trees that we did not plant. In the
fullness of time, when it is our turn to give, it behoves us in turn to plant gardens that we may
never eat the fruit of, which will largely benefit generations to come. I believe this is our
sacred responsibility, one that I hope you will shoulder in time.
Thank you for your patience. Go forth and embrace your future with open arms, and pursue
enthusiastically your own life journey of discovery!
I learnt from N.R. Narayanamurhty’s biography
“It is very difficult for any corporate to achieve so much having followed such wonderful
value system. ... His or Her personal experiences which have taught him good lessons for
life.”
2
Biography of Vijay mallya
Vijay Mallya is the Chairman of the United Beverages (UB) Group. He launched a new
domestic airline called Kingfisher Airline which is making great waves. Vijay Mallya is
famous for his flamboyant and flashy lifestyle.
Vijay Mallya is the son of a famous industrialist VittalMallya. He assumed the Chairman of
the UB Group in 1983 and took the company to great heights. Under his dynamic leadership
the group has grown into a multi-national conglomerate of over sixty companies. During this
process United Beverages acquired several companies abroad. The UB Group has diversified
business interests ranging from alcoholic beverages to life sciences, engineering, agriculture,
chemicals, information technology and leisure.
In 2005, Vijay Mallya established Kingfisher Airlines. In a short span of time Kingfisher
Airline has carved a niche for itself. It was the first airline in India to operate with all new
aircrafts. Kingfisher Airlines is also the first Indian airline to order the Airbus A380.
Vijay Mallya has other interests too apart from business. He has won trophies in professional
car racing circuits and is a keen yachtsman and aviator. Vijay Mallya has also won numerous
trophies in horse racing including several prestigious Derbies.
In 2000, Vijay Mallya entered politics superseded SubramaniamSwamy as the president of
Janata Party. Presently, he is a RajyaSabha M.P.
I learnt from Vijay Mallya’s biography
“Make a solid brand that is your company's backbone”
Mally felt that in any business brand is more important it seems so I understood this by
mally’s biography.
3
Biography of MukeshAmbani
Since time immemorial, we have witnessed the fact that sons inherit the legacy of their
fathers. MukeshAmbani's story has a similar start. It is a well-known fact that some people
squander the fortune given to them while some others build it into a formidable business
empire. He belongs to the letter genre and indeed, has come a long way till now. His journey
has not witnessed a break since then. He how heads Reliance Industries, India's largest
private sector company.
Born on April 19, 1957 in Yemen, Mukesh was a bright child. Having grown under the
tutelage of his astute businessman father, DhirubhaiAmbani, Mukesh learnt the tricks of trade
from him. His father instilled the core values of hard work and value for money since a tender
age. Not a very learned man, Dhirubhai wanted his sons to acquire higher education at the
best of institutes.
Following his father's wishes, Mukesh completed his bachelors in chemical engineering from
the University of Mumbai, Department of Chemical Technology (UDCT). Then, he began his
MBA programme at Stanford Business School, but failed to finish it. He dropped out after his
first year in order to assist his father in building the Patalganga, Petrochemical Plant. Soon,
he joined Reliance in 1981 and initiated Reliance's backward integration from textiles into
polyester fibers and further into petrochemicals. In the process, he directed the creation of 60
new, world-class manufacturing facilities involving diverse technologies that have raised
Reliance's manufacturing capability from less than a million tonne to twelve million tonne
per year.
A stoic and diligent businessman with a panache to look into the future, MukeshAmbani
directed and led the creation of the World's largest grass roots petroleum refinery at
Jamnagar, with a present capacity of 660,000 barrels per day.
Communication is holding the world together today and that is the reason why the world has
become a much smaller place. A visionary, Mukesh had foreseen this development. He set up
the largest and most complex information and Communications technology in the world in
the form of Reliance Infocomm Limited. Covering more than 1,100 towns and cities across
India, Reliance Infocomm offers the full range of voice, data, video and value added services
at the lowest entry cost and services cost any where in the world. However, Reliance
Infocomm is now under ADAG (Anil DhirubhaiAmbani Group) after the brothers' split.
Exploring and setting an indelible imprint in varied fields has been the hallmark of
MukeshAmbani since the beginning. He is steering a world-class offshore, deep water oil and
gas exploration and production programme. He has created a pan-India petroleum retail
network involving 5,800 outlets. Also in the pipeline is a research led life sciences' initiative
covering medical, plant and industrial biotechnology.
Equipped with the right leadership skills and aura, MukeshAmbani has been ranked 42nd
among the 'World's most Respected Business Leaders.' He is ranked second among the four
Indian CEOs featured in a survey conducted by Price Water House Coopers, an esteemed
organization in the business world. Statistics prove this point. For instance, the combined
market capitalization of the four MukeshAmbani group Companies—RIL, Reliance
Petroleum (RPL), IPCL and Reliance Industrial Infrastructure Ltd (RIIL) has crossed the Rs
2, 50,000 crore mark.
No doubt, all this sounds very impressive but it was not a smooth ride throughout. His ugly
spat with brother Anil Ambani resulted in separation of business assets, still, he cemented his
control of $ 16.5 billion (sales) petrochemicals giant Reliance Industries. After family
matriarch, Kokilaben brokered a settlement with his feuding younger brother Anil Ambani,
Mukesh is now planning to list subsidiary Reliance Petroleum to raise money for a new $ 6
billion refinery. He has also started a mega retail venture.
Now, some nuggets about the personal life of this business monarch married to Nita Ambani,
the couple are blessed with three kids. His wife is also involved in numerous charitable and
philanthropic activities. The DhirubhaiAmbani International School in Mumbai is a
brainchild of Nita Ambani. MukeshAmbani is also reported to be building a lavish 60 - storey
family home skyscraper in downtown Mumbai.
Undoubtedly, MukeshAmbani is a destiny's child. He inherited a flourishing business from
his father. But it cannot be ruled out that he had added on to the family enterprise. His hard
work is finally paying rich dividends and he deserves so!
Mukesh says: - The most powerful tool that I use is trust. My philosophy is that when you
give trust, you get 10 times trust back and that then builds relationships and at the end of the
day life is all about relationships and trust.
I learnt from MukeshAmbani’s biography
Trust is very important to build relationship with someone else or organization so first
we should have trust than only we can expect result while doing things.
4
Biography of Ratan Tata
The Business World's “Man of the 90’s”, the dignified but fiercely competitive individual
who was once voted "India's most perfect gentleman". The visionary whose company’s
products touch our lives in some way or the other. The man is Ratan Tata, the Chief of the
largest business group in India - The House of Tata's.
Ratan was born on December 28, 1937 to Naval and Soonoo Tata. Ratan's childhood was
not exceptional, as his parents divorced when he was just seven. But his grandmother ensured
that he never missed his mother. She showered Ratan and his brother Jimmy with love and at
the same time trained them to be disciplined and gentlemanly. Even today, Ratan attributes
his success to the excellent upbringing by his grandmother. At the same time, Ratan was very
close to his mother, Soonoo. Soonoo had remarried, but remained in close touch with her
sons.
Having completed his schooling at Bombay's famous Campion School, Ratan moved to the
United States to study Structural Engineering at the prestigious Cornell University. After his
graduation, Ratan wanted to stay back in the US and make a career for himself. But his
grandmother persuaded him to come back and join the family business. This was the turning
point in Ratan's life. Even though at that time, he was reluctant to return to India, today he
looks back and acknowledges that it was the right decision.
Once back in India, Ratan joined TELCO (today Tata Motors), which was into
manufacturing of automobiles. Soon, he was shifted to TISCO, the flagship company of the
Tata's, which was into the manufacture of Iron and Steel. He worked at TISCO's plant at
Jamshedpur for six years, during which time he learned both, the technical aspects of the
company’s products, and the corporate values of the Tata Group.
In 1968, Ratan was shifted back to Bombay to assume a more senior position within the
group. However, everything was not fine. Ratan was given charge of two sick companies in
the Tata group, Nelco and Central India Textiles. It was a difficult experience for Ratan,
however Ratan turned around both the companies within a few years. This experience
strengthened Ratan immensely, and he was now ready to take on larger responsibilities. He
had also left an enduring mark on the seniors in the Tata's Management Team.
His perseverance and hard work bore fruit when he was made Chairman of Tata Industries in
1981. He took over from JRD Tata, who was now 78 years old, and was slowly moving
towards retirement. This move created waves in the world of business. Ratan was being
hailed as the heir apparent of the Tata Empire. But Ratan's period of victory was also laced
with grief; his mother was diagnosed with a terminal cancer. Ratan immediately flew with
her to New York for her treatment. He stayed with her for four months, till she lost the battle
to the ravaging disease.
During this period, Ratan had plenty of time to think. And look at various avenues for the
Tata Group to move with the times. The once dominant and monopolist group was now
facing stiff competition in all spheres of business. Ratan had sensed the consumer revolution.
He knew he had to convert the Tata group into a highly competitive and diversified group of
companies. He thought out a process, calling it the 1983 Tata Strategic Plan. This was the
turning point in the Tata's heritage of more than 100 years, a group that had stuck on to
generic businesses without diversification. With JRD Tata's support, Ratan diversified into
contemporary industries like telecommunication, software, biotechnology etc.
At the same time, he created an intense culture of competitiveness within the Tata Group.
Slowly the laid back attitude of the employees and management changed. In 1991, JRD
retired and named Ratan as the Chairman of the entire Tata Group. This move was well
accepted by the business community and within the Tata group. Their faith was not
misplaced as Ratan began to grow the Tata group to dizzy heights, with innovation and
customer value as the key words. He was instrumental in creating the first totally indigenous
Indian Car, Sierra, Estate and Indica.
Tata also was a forerunner in the emerging software field through his pet project the Tata
Consultancy Services. Both these ventures put the Tata's back into the top echelons in the
Indian and International economy. The existing businesses were improved. They bounced
back into market leadership positions in spite of intense competition. Ratan's radical change
in the group’s philosophy was questioned by the senior management team. Eventually, these
very changes were commended and lauded.
Ratan's tenure at the helm was not filled with high points, but loaded with problems too.
The Union problem in Tata's Pune plant in the 1990s, turned ugly and threatened to tarnish
the reputation of the Tata Empire, which was built over a century. But Ratan has stood up and
fought. And Won. Over the years, Ratan Tata won many such tough situations, and carried on
the legacy of his predecessors capably.
Under his leadership, the Tata group has grown tremendously Ratan Tata has his own
capital in Tata Sons., the holding company of the group. Though his share is just about 1%,
his personal holding is valued at US$1 Billion. About 66% of the equity capital of Tata Sons
is held by philanthropic trusts endowed by members of the Tata family. Since this
shareholding belonged to Ratan’s ancestors and these trusts were created by them, Ratan Tata
has an effective right over them. If all the value of this is added, his Net Worth is estimated at
around US$50 Billion, making Ratan Tata one of the richest people in the world.
On January 31, 2007, under the chairmanship of Ratan Tata, Tata Sons successfully
acquired Corus Group, an Anglo-Dutch steel and aluminium producer. The merger created
the fifth largest steel producing entity in the world. On March 26, 2008, Tata Motors bought
Jaguar & Land Rover, the two iconic British brands, from Ford Motor Company. Ratan Tata's
dream was to manufacture a car costing just Rs 100,000. He realized his dream by launching
the Tata Nano car in New Delhi Auto Expo on January 10, 2008.
Ratan lives a simple life without the hype that would normally go with a person of his
statue. His vision to steer each of the Tata group companies towards growth and profits has
come true.
I learnt from Ratantata’s biography
Tata has shown the guts which reflect that it is possible to do business in a clean and ethical
way,
While refereeing Ratantata’s biography I came to know that we should follow ethics in
business that will help us to get good result or corrupt less end result.
5
Biography of AzimPremji
AzimHashimPremji, the Chairman of Wipro Corporation was born in 1945 in Maharashtra.
His father had vegetable oil Company in Maharashtra. His father died of a heart attack in
1966 at that time he was studying at Stanford University of USA. The sudden demise of his
father forced him to carry on his father’s business and he joined Wipro in 1966 at the young
age of 21. He is a man of simple living and high thinking and is well known for his down to
earth personality. He still drives a six-year-old Ford Escort, travels economy class on
international flights, and packs a travel iron and detergent for washing his clothes.
Under his able leadership, an Rs.70 million company in hydrogenated cooking fats his grown
to a $900 million diversified, integrated corporation in services, technology products and
consumer products. He is a role model for young entrepreneurs across the world.
Mr.AzimPremji has integrated the country’s entrepreneurial methodology with professional
management, based on concrete values and superlative integrity. His greatest strength lies in
bringing together and building motivated teams of high potential, high performing people.
With his vision and pragmatism Wipro Corporation become the 2nd most competitive and
successful company in India. Wipro chief AzimPremji is amongst Fortune Magazine’s list of
25 most powerful business leaders outside the US. AzimPremji, turned Technology Company
Wipro into the largest publicly traded company and has been ranked 17th on the list.
Mr.Premji is of the opinion that the most important factor to Wipro’s success has been the
articulations and honest adherence to basic values, a shared vision for the future,
identification and development of Wipro leaders through precisely defined Wipro Leaders’
Qualities.
Premji is very dedicated about delivering value to customers and his willingness to sacrifice
business and profits to hold on to Promises made Vivek Paul, CEO Wipro says about
AzimPremji, “The best person I’ve seen who has climbed himself up. He’s taken it upon
himself to go from being someone who inherited a factory in Amalner, Maharashtra, to being
a global ambassador for India. I utterly admire him for that”.
Premji had changed an old-fashioned Indian company into a high-tech one. A family business
like his rarely survives the founder but under Premji it surpassed anything his father has left
behind. He touched the sky by his perseverance and sheer hard work. In 1984, Wipro’s
Infotech division diversified into software. The liberalization of 1991, as Indian exports of
the software industry expanded by 50 per cent every year, so did Wipro. Wipro makes 65 per
cent of its sales to the US. They have built a strong brand in the US.
AzimPremji also established a foundation known as Wipro Cares, which focuses on primary
education. This foundation has been set up with a corpus of Rs.100 million with an aim to
harness the creativity, passion and sense of social responsibility of Wipro fraternity to
contribute to the society in which they live and work. It has taken the target to educate 3500
children through Child care India. The foundation also set up libraries in slums. It also
provides computer skills and scholarships to the needy students. In the short time since its
foundation, Wipro Cares has brought smiles to many children.
He also set up Wipro’s Gujarat Earthquake Relief Fund. After Wipro’s matching
contribution, the total amount crossed Rs.20 million. He ensured that this amount is well
utilized for the needy and affected citizens of Gujurat. Premji was the prime mover behind
Wipro’s decision to achieve ‘Six Sigma’ status. In his address to the top management of
Wipro Corporation, he said, “The end objective of our ‘customer-in’ concept is that we want
to build the voice of the customer in our products and services. In this journey of achieving
the near defect-free products and services, Premji is very clear that as a world-class
organization, what Wipro needs to be concerned about is the process, not merely the results.
Once he says: “My sincere belief is that development and deployment of the right talent can
soon push India to that long-awaited status of being a developed economy.” An optimistic
vision, perhaps, but worth watching out for. Such is the vision of a great and highly resolved
world-class entrepreneur.
Success Mantra ByAzimPremji
The funny thing about life is that you realize the value of something only when it begins to
leave you. As my hair turned from black, to salt and pepper and finally salt without the
pepper, I have begun to realize the enthusiasm and excitement of youth. At the same time, I
have begun to truly appreciate some of the lessons I have learnt along the way. As you
embark on your careers, I would like to share them with you. I am hoping that you will find
them as useful as I have. Economically India is among the two large economies (above $700
billion), growing above seven per cent. Also, India is possibly the only country in the world
where those aged less than 25 years are more than half the population. Both these represent
tremendous opportunities. Yet there are fundamental challenges in the country including
education, basic infrastructure, water, health and hygiene which need to be addressed. But
then, challenges as much as opportunities, bring out the best from talent and youth.
Take charge
This was the first thought that came to me, when over four decades ago, I stepped into Wipro
factory at Amalner. I was 21 and had spent the last few years in Stanford University
Engineering School at California. Many people advised me to take up a nice, cushy job rather
than face the challenges of running a hydrogenated oil business. Looking back, I am glad I
decided to take charge instead. Essentially, leadership begins from within. It is a small voice
that tells you where to go when you feel lost. If you believe in that voice, you believe in
yourself. You can either amplify the voice to make it the purpose of your life or you can
discount it and turn if off. Similarly, when you face a great challenge, you can run away from
it, push it on to someone else, or just plain roll up your sleeves and face it head on. I have
always chosen to take charge. In the long run, I have found it the easiest option of all.
Similarly, when it comes to choosing your careers, you have to take charge of your own
destiny. I believe that at the end of the day, our destiny is too precious to leave the choice to
someone else.
Earn your happiness
I have learnt that a Rupee earned is of far more value than five found. In our interviews, when
people are asked to narrate their most memorable achievements, they usually recount those
which needed maximum effort from their part. It is almost as if the pain they faced is now an
integral part of their pleasure. In my own life, I have found that nothing gives as much
satisfaction as earning our rewards. In fact, what is gifted or inherited follows the old rule of
come easy, go easy. I guess we only know the value of what we have if we have struggled to
earn it.
Success from failure
Next lesson I have learnt is no one bats a hundred every time. Life has many challenges. You
win some and lose some. You must enjoy winning. But do not let it go to your head. The
moment it does, you are already on your way to failure. And if you do encounter failure along
the way, treat it as an equally natural phenomenon. Don’t beat yourself for it or any one else
for that matter! Accept it, look at your own share in the problem, learn from it and move on.
The important thing is, when you lose, do not lose the lesson.
Willingness to learn
Humility is important. There is a thin line of difference between confidence and arrogance.
Confident people are always open to learn. A recent survey of executives in Europe showed
that the single most important quality needed for leadership success was the willingness to
learn from any situation. Arrogance on the other hand stops learning. It comes with a feeling
that one knows all that needs to be known and has done all that needs to be done. In a
dynamic world, the rules of the game are always changing. Complacency can dull the senses
and prevent us from knowing what is happening around us. That is the first step towards
failure.
Always a better way
Partly as a corollary to what I have just said, we must remember that no matter how well we
do something there has to be a better way! Excellence is not a destination but a journey.
Continuous improvement happens when we believe it is possible and when we are willing to
work for it. Sometimes, we reach a plateau in our climb for perfection. That is when we need
to look sideways. Creativity and Innovation sometimes need inspiration from other
disciplines. It is probably not a chance that Einstein’s interest in music was as much as his
interest in Physics. Bertrand Russell was as much a mathematician as a philosopher.
Excellence and creativity go hand in hand.
Respond, not react
There is a world of difference between the two and in terms of success and failure. The
difference is that the mind comes in between responding and reacting. When we respond, we
evaluate with a calm mind and do whatever is most appropriate. We are in control of our
actions. When we react, we are still doing what the other person wants us to do. In youth,
rebellion is a fashion. I remember myself being a rebel without a cause many times. But
rebellion as a reaction is conformity to something else. Disagreement and bringing about
change as a response has led to challenging the status quo and useful, sustainable social
reforms.
Stay physically fit
It is easy to take health for granted when you are young. But when you enter the 24 by 7
schedule of your work, it is important not to succumb to time pressure and sacrifice the time
needed for physical fitness. I have found that exercise not only improves the quality of time
but also reduces the time you need for sleep. The truth is that stress will only increase in a
global world. You must have your own mechanism to deal with it. There is enough literature
to support the finding that exercise effectively reduces stress. That is another benefit of
remaining physically active.
Do not compromise
Mahatma Gandhiji often said that you must open the windows of your mind, but you must
not be swept off your feet by the breeze. One must define what you stand for. This is not
difficult. But Values lie, not in the words used to describe them, as much as in the simple
acts. And that is the hard part. Like someone said, “I could not hear what you said because
what you did was coming out far too loud”. Play to win Playing to win does not mean playing
dirty.
Playing to win
brings out the best in us and in our teams. It brings out the desire to stretch, to achieve that
which seems beyond our grasp. It is about aiming for the maximum, a passion to do our best
and having the hunger to be the best. However, it is not about winning at any cost. It is not
about winning every time. It is not about winning at the expense of others. It is about
innovating all the time. It is a continuous endeavour to do better than last time. It is the Spirit
of fortitude, the Spirit of never letting go – ever.
Give back to society
I mentioned in the beginning that while India has made tremendous progress, we also have
significant challenges. All of us have a collective social responsibility towards doing our bit
to address them. Of all the challenges, the key to me is education. We have a paradoxical
situation, where on the one hand we have jobs chasing scarce talent and on the other, rampant
unemployment and poverty. The only way to bridge these two ends of the pole is by
providing Quality education that is accessible by all. At AzimPremji Foundation, we work
towards universalisation of Primary Education. We are convinced that the only way to create
a just and equitable society is by addressing it at the grass roots. Without education, it will
not be possible to correct the past and prepare the society for the future. We also believe that
no matter what, every child has a right to childhood. I wish you all the best in your life and
career. I hope you achieve success in whatever way you define success to be.
I learnt from AzimPremji biography
While referring azimpremji I came to know that we have to take action, mentally and
physically we have to fit and we should not compromise at last we should have social
responsibility then only we can achieve our target.
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