...Lessons for success shared by Azim Premji June 5, 2008 I just made a post on a lesson from the Infosys Chief Mentor, Shri. Narayana Murthy about . Here comes another email from Shri. Azim Premji, Chairman and CEO, Wipro where he shares about what he learned from gaining success. Dear Wiproite, My own successes and setbacks along the way have taught me some lessons. I wish to share them with you and hope you will find them useful. Lesson #1: Be careful to ask what you want. You may get it. What this means is that do not ask too little either of yourself or the others around you. What you ask is what you get. When I look back at the time when I joined Wipro, I was 21. If you ask me whether I thought that Wipro would grow so by someday, the honest answer is that I did not. But neither did I think it would not. We constantly stretched ourselves to higher and higher targets. Sometimes, it seemed possible, sometimes fanciful and sometimes plain insane. But we never stopped raising limits. And we got a lot more than what we bargained for. Lesson # 2: Respond, don’t react Always be aware of your emotions and learn to manage them. There is a huge difference between people who react impulsively and those who can disengage themselves and then respond at will. By choosing to respond differently, we can prevent another person from controlling our behaviour. I remember a small story that illustrates this well. There was once a newspaper vendor who had a rude Customer. Every morning...
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...companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh, and Michael Useem Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 Leadership Lessons from India Reprint R1003G Leadership Lessons from India Idea in Brief The leaders of India’s biggest and fastestgrowing companies take an internally focused, long-term view and put motivating and developing employees higher on the priority list than short-term shareholder interests. To engage employees, these leaders create a sense of social mission that is central to company culture, encourage openness by developing and personally modeling systems that provide transparency, empower employees by enabling communication and pushing decision making down through the ranks, and invest heavily in training. These individual practices aren’t new, but Indian leaders combine them in a coherent package and give them consistent emphasis. The authors advise that Western leaders adapt this managerial approach to their own circumstances, pursuing in particular two readily achievable goals: investing in training, and strengthening social mission. COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. page 1 How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh,...
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...ENTREPRENEURSHIP PROJECT ENTREPRENEURSHIP PROJECT Submitted TO – Ms. Neha BY – Mahima Sharma 50081 Priansha Periwal 50116 BBS 3 HR Submitted TO – Ms. Neha BY – Mahima Sharma 50081 Priansha Periwal 50116 BBS 3 HR CULTURAL DIVERSITY AMONG ENTREPRENEURS CULTURAL DIVERSITY AMONG ENTREPRENEURS Regardless of who you are or what you have been, you can be what you want to be. – W. Clement Stone Regardless of who you are or what you have been, you can be what you want to be. – W. Clement Stone Regardless of who you are or what you have been, you can be what you want to be. – W. Clement Stone ACKNOWLEDGEMENT We owe a great many thanks to a great many people who helped and supported us during the project. The project “CULTURAL DIVERSITY AMONG ENTREPRENEURS” focuses on understanding the diversity that exists among the newly emerged breed of entrepreneurs.We made an effort to understand how people from completely different backgrounds and ways of life, but with a common drive to prove their mettle, end up being their own masters. Our deepest thanks to our college professor, Ms. Neha , who acted as a constant guide and mentor in the process of drafting of this project...
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...CHAPTER 8 DATAMATION BRIDGING THE DIGITAL DIVIDE Chetan Sharma setup Datamation Consultants in August 1987 with 50,000 rupees (Rs). By 2003, he was at the head of a company with an asset base of Rs 58 crores (USD 12.7 million that year, 2003; a crore is equivalent to Rs 10 million). Chetan believes his company has shown a model for bridging the digital divide, a model that he wants to sustain as the company grows. Datamation Consultants was started with the dear aim of facilitating the inclusion of the disadvantaged in the workplace. Specifically, Datamation uses information technology (IT) training to extend job opportunities to women from socially or economically Wily disadvantaged backgrounds. Today, Datamation Consultants has 1,880 employees in 30 offices across India and more than 600 clients across ±e globe. About 30 percent of its employees are women from disadvantaged backgrounds. Datamation was one of the earliest data mining companies in the Country A data mining company maintains its own database, and occasionally buys data from other sources, depending on its client's needs, ft then sifts through the information, analyzes it, and identifies trends and patterns that add power to the client2s direct marketing effort. However, data mining is only one of the things Datamation does. Its services include software solutions, Web-based solutions, and business advisory services. 'I wanted to exploit the power of databases for marketing gains," says Chetan. "The concept...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 (Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem...
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...THE FUTURE OF TECHNOLOGY OTHER ECONOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Economic Indicators Guide to the European Union Guide to Financial Markets Guide to Management Ideas Numbers Guide Style Guide Dictionary of Business Dictionary of Economics International Dictionary of Finance Brands and Branding Business Consulting Business Ethics Business Strategy China’s Stockmarket Globalisation Headhunters and How to Use Them Successful Mergers Wall Street Essential Director Essential Economics Essential Finance Essential Internet Essential Investment Essential Negotiation Pocket World in Figures THE FUTURE OF TECHNOLOGY THE ECONOMIST IN ASSOCIATION WITH PROFILE BOOKS LTD Published by Profile Books Ltd 3a Exmouth House, Pine Street, London ec1r 0jh Copyright © The Economist Newspaper Ltd 2005 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. The greatest care has been taken in compiling this book. However, no responsibility can be accepted by the publishers or compilers for the accuracy of the information presented. Where opinion is expressed it is that of the author and does not necessarily...
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...Rashesh Shah did it. Sanjeev Bikhchandani did it. Shantanu Prakash did it. 'Stay Hungry, Stay Foolish' is the story of 25 such IIM Ahmedabad graduates who chose the rough road of entrepreneurship. They are diverse in age, in outlook and the industries they made a mark in. But they have one thing in common: they believed in the power of their dreams. This book seeks to inspire young graduates to look beyond placements and salaries. To believe in their dreams. The Centre for Innovation, Incubation and Entrepreneurship (CIIE) at IIM Ahmedabad aims at fostering innovation-driven entrepreneurship through incubation, research and dissemination of knowledge. Rs.125/- - Rashmi Bansal ISBN 978-81-904530-1-1 CONTENTS - THE BELIEVERS - THE OPPORTUNISTS - THE ALTERNATE VISION THE BELIEVERS People who knew entrepreneurship was the Chosen Path. They took the plunge straight after their MBA or after working barely a couple of years. And they persevered until they made it big! p02 THE BOOK OF JOB Sanjeev Bikhchandani (PGP 1989), naukri.com Sanjeev is India's most successful internet entrepreneur. For close to a decade he struggled on the sidelines but never gave up on his Big Idea. In 2006, naukri.com became the first dotcom to IPO on an Indian stock exchange. p18 ROCK WITH IT, ROLL WITH IT Shantanu Prakash (PGP 1988), Educomp Despite a regular middle class upbringing, Shantanu went into business while doing his BCom. The entrepreneurial streak continued after...
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...Rashesh Shah did it. Sanjeev Bikhchandani did it. Shantanu Prakash did it. 'Stay Hungry, Stay Foolish' is the story of 25 such IIM Ahmedabad graduates who chose the rough road of entrepreneurship. They are diverse in age, in outlook and the industries they made a mark in. But they have one thing in common: they believed in the power of their dreams. This book seeks to inspire young graduates to look beyond placements and salaries. To believe in their dreams. The Centre for Innovation, Incubation and Entrepreneurship (CIIE) at IIM Ahmedabad aims at fostering innovation-driven entrepreneurship through incubation, research and dissemination of knowledge. Rs.125/- - Rashmi Bansal ISBN 978-81-904530-1-1 CONTENTS - THE BELIEVERS - THE OPPORTUNISTS - THE ALTERNATE VISION THE BELIEVERS People who knew entrepreneurship was the Chosen Path. They took the plunge straight after their MBA or after working barely a couple of years. And they persevered until they made it big! p02 THE BOOK OF JOB Sanjeev Bikhchandani (PGP 1989), naukri.com Sanjeev is India's most successful internet entrepreneur. For close to a decade he struggled on the sidelines but never gave up on his Big Idea. In 2006, naukri.com became the first dotcom to IPO on an Indian stock exchange. p18 ROCK WITH IT, ROLL WITH IT Shantanu Prakash (PGP 1988), Educomp Despite a regular middle class upbringing, Shantanu went into business while doing his BCom. The entrepreneurial streak continued after...
Words: 114565 - Pages: 459