When I took over the family business, it had already been a publicly traded company for 20 years. During one of the first annual meetings I attended, one shareholder stood up and advised me and everyone in attendance that I should resign.

Our business model is primarily that of consulting, engineering, system integration, and managed services.

You cannot get into business for the fashion of it.

The results for the third quarter (October-December) signal the next phase of growth. Revenue from IT business at $473 million (Rs.21.2 billion) was ahead of the guidance figure of $463 million (Rs.20.6 billion) projected in October.

Over these years, I have irrevocably transferred a significant part of the shareholding in Wipro, amounting to 39% of the shares of Wipro, to a trust.

In a family business, it's the third generation that presents the big problems. The first generation founds the company and has the drive and the dedication to move it forward. The second generation rides that wave. The third generation wants to do their own thing. They've seen Broadway; they've had all the advantages.