Full text of Wipro Chairman Azim Premji talks at Stanford. This event took place on October 27, 2006.
Azim Premji – Chairman, Wipro
Thank you for having me over professors and students. I am an alumni of the Stanford engineering school but I must warn you that I never was a very good engineer.
I came here for engineering because at the time when I came here the Government of India only gave exchange for an engineering education for undergraduate. But what I enjoyed most about my engineering education, I was telling Dean Ross about this, is the broadening opportunity one got as an engineer which opportunity is not available in India. We tend to get funneled into engineering from your one unlike most engineering schools in the United States.
I had to leave Stanford in ‘66 because my father suddenly died and had to take over some family responsibilities of the company. We were a small company then. Today our run rate — in a rapidly growing company I think run rate becomes more relevant than the sales of the previous year — is over $3 billion. And we’re growing in excess of 34%, 35% a year.
Our market — we are listed on the Indian stock exchanges and we are also listed on the New York Stock Exchange, and the market capitalization of our company is little over $20 billion, which really puts us in the league in terms of software consultancy of the Accenture’s plus in terms of at least market capitalization if not in terms of revenue size.
Since the our entry into information technology in 1981, we have grown in revenue but we have also grown in headcount. The total number of people which we have in our information technology business today globally and in India are in excess of 60,000 people. And the interesting statistics is that they drink 1400 gallons of coffee a day and they drink over 3,300 gallons of tea a day, roughly equal in terms of size.
How we were able to do what we did?
And you know I don’t think we are unique in this. There are other companies in India who have repeated this and we’re finding now that many other companies in India have built up a scale of ambition which is completely different than the scale of ambition which the head two years back. We’ve seen this happening in pharmaceuticals. We’ve seen this happening on a more smaller base in biotechnologies. We’ve seen this happening in auto ancillaries. And recently with a very large acquisition, we’ve seen it happen in steel, very interestingly in the Quantum acquisition which a company in India did.
And I think this firing of ambition in terms of the globalization of Indian companies has in part been generated by the success of the software and the IT enabled services industry. And I figured we set the example and our fellow businessmen figured that if these fools in software can do it, so can we — which is really the quantum change and it’s a very pleasant quantum change in the scale of ambition of Indian business leaders, particularly over the past two years.
How do these changes happen? In every market at every juncture, incumbent companies dominate almost every industry. Established customer relationships, well-entrenched products, powerful brands, and significant scale advantages make these companies a pure invincible to aspiring entrants. Yet time and time again and particularly you see this in United States and particularly you see it in Silicon Valley, upstarts create a disruption in the marketplace, a very strong disruption in the marketplace, innovating on delivery, innovating on process, innovating on technology, innovating on products and very very often, innovating on business models which I think is becoming the most important determinant of success in the marketplace.
And they change the rules of the game and because they’ve changed the rules of the game, they have equality of a competitive space.
For consumers, innovation means higher quality and better value for goods, more efficient services, both private and public and higher standards of living.