Azim Premji

Born - July 24, 1945 (age 64)
Bombay, India

Residence - Bangalore, India

Net worth - ▼ US$5.7 billion (2009)

Religion – Islam

Spouse(s) - Yasmeen Premji

Children - Rishad & Tariq


Azim Premji (born July 24, 1945), is an Indian engineer and businessman. He is the Chairman of Wipro, one of the largest software companies in India. Azim Premji was rated the richest person in the country from 1999 to 2005 as per Forbes. In 2000, he was voted among the 20 most powerful men in the world by Asiaweek. He was also among the 50 richest people in the world from 2001 to 2003 according to Forbes. According to a 2003 BBC report, he is "regarded as an Indian Bill Gates". In April 2004, he was rated among the 100 most influential people in the world by Time magazine. His assets include 74% of Wipro, the remaining 26% belonging to the cofounder of Wipro. Premji is now the chairman of Wipro. Wipro grew from a company of US $1.5 million to a giant of $1.4 billion under his leadership. Premji's company dealt in hydrogenated cooking fats, along with consumer products. Now, however Wipro is one of India's largest software companies and is ranked among the top 100 technology companies globally.
His wealth in 2009 was estimated at US$5.7 billion which places him as the fifth richest Indian.

Azim Premji Profile

Born: July 24, 1945
Achievements: Chairman of Wipro Technologies; Richest Indian for the past several years; Honored with Padma Bhushan in 2005.

Azim Premji is Chairman of Wipro Technologies, one of the largest software companies in India. He is an icon among Indian businessmen and his success story is a source of inspiration to a number of budding entrepreneurs.

Born on July 24, 1945, Azim Hashim Premji was studying Electrical Engineering from Stanford University, USA when due to the sudden demise of his father, he was called upon to handle the family business. Azim Premji took over the reins of family business in 1966 at the age of 21.

At the first annual general meeting of the company attended by Azeem Premji, a shareholder doubted Premji's ability to handle business at such a young age and publicly advised him to sell his shareholding and give it to a more mature management. This spurred Azim Premji and made him all the more determined to make Wipro a success story. And the rest is history.

When Azim Premji occupied the hot seat, Wipro dealt in hydrogenated cooking fats and later diversified to bakery fats, ethnic ingredient based toiletries, hair care soaps, baby toiletries, lighting products and hydraulic cylinders. Thereafter Premji made a focused shift from soaps to software.

Under Azim Premji's leadership Wipro has metamorphosed from a Rs.70 million company in hydrogenated cooking fats to a pioneer in providing integrated business, technology and process solutions on a global delivery platform. Today, Wipro Technologies is the largest independent R&D service provider in the world.

Azim Premji has several achievements to his credit. In 2000, Asiaweek magazine, voted Premji among the 20 most powerful men in the world. Azim Premji was among the 50 richest people in the world from 2001 to 2003 listed by Forbes. In April 2004, Times Magazine, rated him among the 100 most influential people in the world by Time magazine. He is also the richest Indian for the past several years. In 2005,Government of India honored Azim Premji with Padma Bhushan.

Personal life
Premji was born in Bombay (now Mumbai), India, to a Gujarati Khoja Shia Muslim family. His father M. H. Premji owned the Western India Vegetable Product Company (which later became Wipro Ltd.) which made hydrogenated vegetable oils and fats. His grandfather was the rice king of Burma. His father had declined an invitation from M.A. Jinnah to go to Pakistan. While he completed his initial education at St. Mary's School, Mumbai, Premji was forced to leave his studies in electrical engineering from Stanford University, California, USA at the age of 21 to take over the family business when his father, M.H. Premji, suddenly passed away in 1966. He has since after a gap of over thirty years completed his degree in Electrical Engineering.
When Azim Premji occupied the hot seat, Wipro dealt in hydrogenated cooking fats and later diversified to bakery fats, ethnic ingredient based toiletries, hair care soaps, baby toiletries, lighting products, and hydraulic cylinders. Thereafter Premji made a focused shift from soaps to software. The Amalner-based vanaspathi manufacturing company, the Western India Vegetable Product later became Wipro Products Ltd, Wipro Technologies and Wipro Corporation. Under Premji’s leadership Wipro embarked on an ambitious phase of expansion and diversification. The Company began manufacturing light bulbs with General Electric and other consumer products including soaps, baby care products, shampoos, powder etc. In 1975, Wipro Fluid Power business unit manufacturing hydraulic cylinders and truck tippers was started. But Premji’s ambitions did not stop there. In the 1980s Wipro entered the IT field, taking advantage of the expulsion of IBM from the Indian market in 1975. Thus, Wipro became involved in manufacturing computer hardware, software development and related items, under a special license from Sentinel. As a result, the $1.5 million company in hydrogenated cooking fats grew within a few years to a $662 million diversified, integrated corporation in services, medical systems, technology products and consumer items with offices worldwide. The company’s IT division became the world’s first to win SEI CMM level 5 and PCMM Level 5 (People Capability Maturity Model) certification, the latest in quality standards. A large percentage of the company’s revenues are generated by the IT division. Wipro works with leading global companies, such as Alcatel, Nokia, Cisco and Nortel and has a joint venture in Medical Systems with General Electric company.
Premji is married to Yasmeen, the couple have two children, Rishad and Tariq. Rishad is married to Aditi.
Premji is known for his modesty and frugality in spite of his wealth. He drives a Toyota Corolla and flies economy class, prefers to stay in company guest houses rather than luxury hotelsand even served food on paper plates at a lunch honouring his son's wedding.

Honours and awards
Premji has been recognized by Business Week as one of the Greatest Entrepreneurs for being responsible for Wipro emerging as one of the world’s fastest growing companies.
In 2000, he was conferred an honorary doctorate by the Manipal Academy of Higher Education.
As on October 6, 2007, he was the 5th richest Indian, with a net worth of $13.6 billion.But now his net worth is only $6 billions and less thanks to the post 9/11 and recession scenario.
He was awarded a Doctor of Letters (D.Litt.), an honorary degree , from the Aligarh Muslim University on the 18th of June, 2008 on the occasion of 58th Convocation Ceremony of the University.
In 2009, he was awarded an honorary doctorate from Wesleyan University in Middletown, Connecticut for his outstanding philanthropic work.

Azim Premji Foundation
The Azim Premji Foundation says it "Aims at making a tangible impact on identified social issues by working in active partnership with the Government and other related sectors of society". The Foundation was set up with financial resources contributed by Azim Premji.
Programmes of the Azim Premji Foundation focus on "creating effective and scalable models that significantly improve the quality of learning in the school and ensure satisfactory ownership by the community in the management of the school". Azim Premji Foundation says it "dedicates itself to the cause of Universalization of Elementary Education in India". The organisation has over the years been instrumental in improving the quality of general education, particularly in rural schools.

Citing a technology initiative, the Foundation reported: "Think of a single PC with three display terminals, three keyboards and three 'mouses', which can be simultaneously used as if they are three independent computers".
Five new titles of educational CDs for Indian schools were produced earlier in 2005. They are:
 Friendly Animals and Journey on the Clouds (English)
 Swatantra Divas
 Fun with Chinchoo in Mathematics
 Khel-Mel (Hindi), released in February 2005.
With these, the total number of master titles available is 70.

There are now 68 titles in Karnataka, 42 for Andhra Pradesh, 35 for Tamil Nadu and Pondicherry, 18 for Urdu medium schools, six for Orissa, 14 for Gujarat, 3 for Punjab and 1 for Kerala.
This Foundation is also involved in computer-based assessment in Andhra Pradesh (50,000 students took part in early 2005), a learning guarantee programme, and a policy planning unit in Karnataka


Azim Premji's 8 steps to excellence


Among others, Wipro has recently won the prestigious 'Risk Management Award,' instituted by theFinancial Times-The Banker magazine. What is that which makes this company so successful? "An obsession for excellence," says Azim Premji, Chairman & Managing Director, Wipro Limited.
Chairman and Managing Director of Wipro, Premji is credited with transforming Wipro, his family's vegetable oil business, into one of the world's foremost software company.
Although one of the richest Indians, he flies economy class and is happiest when hiking, reading or discussing the foundation he has set up to promote primary education.
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These are changing times. Yet in the middle of all the changes there is one thing that constantly determines success. Some call it leadership. But to my mind, it is the single-minded pursuit of excellence.
Excellence endures and sustains. It goes beyond motivation into the realms of inspiration. Excellence can be as strong a uniting force as solid vision.
Excellence does not happen in a vacuum. It needs a collective obsession as I have experienced the benefits of excellence in my own life. Excellence is a great starting point for any new organisation but also an unending journey. 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.
But the other driver of excellence is internal. I have found that excellence is not so much a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team. This is the best and the most satisfying and challenging part about excellence.
How does one create excellence in an organisation?
First, we create an obsession with excellence. We must dream of it not only because it delivers better results but because we truly believe in it and find it intrinsically satisfying to us.
We must think of excellence not only with our mind but also with our heart and soul. Let us look outside, at the global standards of excellence in quality, cost and delivery and let us not rest till we surpass them.
Second, we need to build a collective self-confidence. Organisations and people who pursue excellence are self-confident. This is because excellence requires tremendous faith in one's ability to do more and in a better way. Unless, we believe we can do better, we cannot.
Third, we must understand the difference between perfection for its own sake and excellence. Time is of essence. Globalisation has made the customer only more impatient. This may seem like a paradox: should we aim for excellence or should we aim for speed?
Excellence is about doing the best we can and speed lies in doing it quickly. These two concepts are not opposed to each other; in fact, speed and timeliness are important elements of quality and excellence.
Fourth, we must realise that we cannot be the best in everything we do. We must define what we are or would like to be best at and what someone else can do better.
Excellence is no longer about being the best in India . It is about being the best in the world. We have to define what our own core competencies are and what we can outsource to other leaders. Headaches shared are headaches divided.
Fifth, we must create processes that enable excellence. Today, there are a number of global methods and processes available whether it is Six Sigma, CMM or ISO. Use them because they are based on distilled wisdom collected from the best companies in the world.
Also, we must build a strong foundation of information technology, because in this complex, dynamic world, it is imperative that we use the most modern tools to keep processes updated.
Sixth, we must create a culture of teaming. I have found that while great individuals are important, one cannot have pockets of excellence. Quality gives ample opportunities to build a culture of teaming. Cross-functional teams that are customer facing can cut through an amazing amount of bureaucracy, personal empire building and silos and deliver savings that one would not have imagined possible.
The other advantage of building teams focussed on quality is that the teaming culture eventually spreads to the rest of the organisation and teaming becomes a way of life.
Seventh, invest in excellence for the future. Future always seems to be at a distance. But it comes upon you so suddenly that it catches you by surprise, if not shock. What constitutes excellence in the future will be significantly different from what it is today.
In these days of severe market pressures, there is big temptation to sacrifice the future to look good in the present. We must certainly trim our discretionary expenses, but we must ensure that our investments in strategic areas that lead to excellence in the future are protected.
Finally, excellence requires humility. This is especially needed when we feel we have reached the peak of excellence and there is nothing further we can do. We need an open mind to look at things in a different way and allow new inputs to come in.
Otherwise, there is a real danger of becoming complacent or even downright arrogant. I would like to end my talk with a story that illustrates this very well.
A brilliant young professor went to meet a famous Zen master to have a discussion with him on Zen. He found himself in front of a modest house. He rang the doorbell and waited. A while later, he heard shuffling footsteps and the door was opened by the Zen master.
He invited the professor to sit with him on the dining table. The professor was a little disappointed with the shabby appearance of the Zen master. He started quizzing him immediately on comparative philosophies and the Zen master gave some brief answers.
At this point, the Zen master asked the professor to have some tea. When the professor held the cup, the Zen master started pouring tea into it. After some time, the tea started spilling and the professor shouted, "Stop! The cup can contain no more."
The Zen Master stopped and then, once again smiling, he said, "A mind, full of itself can receive nothing. How can I speak to you of Zenism until you empty your mind to learn." The professor understood and apologized to the Zen master. He parted from him, the Zen master -- a wiser man.