Description
The ppt is about Azim Premji's leadership profiling.
MR. AZIM PREMJI
Leadership Profiling
Click to edit Master subtitle style
A presentation by: Group 4 2/14/13 Amit Shanbhag | Arvind R. Menon | Bagal Mithil | Divya Bagri | Manan Bhati | Neha Agarwala | Priyanka
“What you will remember when you retire, is not which quarters you exceeded your sales target or won large deals, but leaders whom you helped in developing. Develop leaders under you, not only because it is good for the business, but because it will give you tremendous personal satisfaction”
2/14/13
Agenda
?Background ?Achievements and Awards ?About WIPRO
?Long term decisions
?Leadership Profiling
?Strengths, Weaknesses ?Behavioral Approach ?Leadership Grid ?Situational Analysis ?Transformational Leadership
2/14/13
Family Background
?Azim Hashim Premji was born in Mumbai to
a Gujarati Muslim family on July 24, 1945
?Belonged to a rich Industrial house. ?Demise of father M.H. Premji in 1966 ?Married to Yasmeen Premji and has two
sons – Rishad and Tariq.
?Currently resides in Bangalore
2/14/13
Professional Background
?Quit Electrical Engineering in Stanford and
took the reigns of Western India Vegetable Product Company at the age of 21
?Later renamed to Wipro which is in
diversified businesses
?Grew $2 million company to what Wipro is
today(INR 255 bn)
2/14/13
Awards / Achievements
?Was the richest Indian from 1999 – 2005. ?2000: The Visvesvaraya Technological
University conferred Sir M. Visvesvaraya Memorial Award on him.
?2001: Premji established the Azim Premji
Foundation
?2003: Business Week featured him on
their cover with the sobriquet India’s Tech King amongst 100 most influential people in the
2/14/13
?2004: Time magazine listed him as one
Awards / Achievements
?2005: He became the first Indian recipient
of the Faraday Medal.
?2005: The Government of India conferred
upon him the Padma Bhushan, one of the highest civilian awards in the country.
?2007: Business Week listed him amongst
the top 30 entrepreneurs in world history Lifetime Achievement Award.
?2009: Dataquest honors Azim Premji with
?Nonexecutive Director – RBI Board ?Honorary Doctorate - MAHE
2/14/13
WIPRO LIMITED
2/14/13
About Wipro Limited
?Acronym for Western India Palm Refined Oils ?Started as a vegetable oil company in 1947 ?Wipro Businesses
Wipro Technologies Wipro Infotech Wipro Consumer Care & Lighting Wipro Infrastructure Engineering
Wipro GE Medical ?Azim Premji joined WIPRO when it was a $2 Systems Ltd million company
?1977: Wipro entered the IT sector (when IBM
2/14/13 was asked to leave India), started developing
Long term Decisions
?Foresight to see growth opportunities in the IT ?Wipro also started manufacturing light bulbs
with General Electric. When GE moved out of India in 1997, Premji saw this as an opportunity for growth. business and FMCG business through a combination of organic and inorganic growth
?WiproTech: mPower, InfoCrossing, 3DNetworks,
?Achieved a significant share of IT services
AMS, etc
?WCC-LG: Unza, Yardley, etc
?Grooming both his sons Rishad & Tariq for
2/14/13
LEADERSHIP PROFILING
2/14/13
?STRENGTHS
• Character
• Personal Integrity • Determination &
?WEAKNESSES
• Apolitical • Low media
Perseverance
presence
• Simplicity & Humility • Uncompromising
• Visionary Thinking • Passion • Ability to Inspire • Philanthropy •
2/14/13
Behavioral Theory
?Assumptions
?Leaders can be made, not born ?Successful leadership is based in definable,
learnable behavior
?Behavior Theory try to look at what Leaders
actually do and try to learn from him.
?Premji is known to be a tough taskmaster &
very demanding.
?Premji finds difficult to relinquish control.
2/14/13
2/14/13
Leadership Grid
1,9 ACCOMODATIN G Yield & Comply Country Club People orientation 9,9 SOUND Contribute & Commit Team Leader
Middle of the Road
Impoverishe d Produce or Perish 9,1 CONTROLLIN G Direct &
1,1 INDIFFERENT Evade and 2/14/13 Elude
Task
Situational Leadership Model
Relationship Behavior
Task
2/14/13
Azim Premji and Situational Leadership
?Directive: vegetable oils and soap
business ? IT sector mentorship
?Coaching: Emphasis on training and ?Supportive: customer orientation through
re-organization
?Delegating:
?setting up of task force post Vivek Paul ?Effective recruitment
2/14/13
Transformational Leadership
?Transcends short term goals, focuses on
intrinsic needs
?Leader takes a visionary position, inspires
people to follow
?Characteristics
?Visionary ?Strategic Thinker ?Communicator ?Change Agent
2/14/13
Visionary
?“No one should doubt his ability to fulfill his
strategic vision.” Azim Premji proves that, the most important thing needed for an organizational success is, a vision accompanied by a good leadership
?Sensed an opportunity in IT and transformed
a vanaspati and soap maker into a IT giant
?Next big step into the ecology sector
2/14/13
Strategic Thinker
?Looks at the big picture, the holistic view
than just being happy about the present performance.
?Selects key people very carefully ?First one to use industry-academia
?Did not have short-term approach towards IT
collaboration in IT industry
2/14/13
Communicator
?A tough employer, expects his employees
to be competent and does not tolerate lies or deception from anyone
?example, his commitment towards saving
?Walks the talk
and judiciously using energy. It is not uncommon to see the 63-year-old chairman of Wipro switching off the lights before leaving office.
?Azim Premji's 8 steps to Excellence – brings
out his beliefs
2/14/13
Change agent
?He is one of the world’s finest examples of
a ‘change leader/agent’. Never content to let things remain as they are even if it seems very comfortable.
?1966 sudden demise of father, age of 21 took
charge – single vision, focus on success. Wipro grown from a small producer of cooking oil to a colossus by Indian standards
?CEO Vivek Paul left – need to change. Sub
companies formed, complete reorganisation
2/14/13
Team Builder
?Premji firmly believes that ordinary people
are capable of extraordinary things
?Key to this – creating highly charged teams. ?He takes a personal interest in developing
teams and leaders.
?He invests significant time as a faculty in
Wipro's leadership development programs. (Wipro Leaders Quality Survey, 1992)
?Training – utmost importance to the
organization. Leadership training is provided at the entry level and continues 2/14/13 as the employee scales the heights of the
Social architect/Culture Builder
"The future will see significant changes in technology, economy and society. But what will remain unchanged is the need of the customer for an organization with human face. We have built Wipro with the core human values in mind, along with integrity, innovative solutions and value for money, and we will use these values to grow into the future."
2/14/13
Social architect/Culture Builder
?Premji created a culture that thrives under
intense competitive principles:
pressure.
Two
core
?The chairman is not king
? Share authority and responsibility with subordinates
?Zero-politics culture
? Open and honest disagreements encouraged
?The objectives of quality must be ingrained
within the culture of the company, which is, in turn, passed on to customers and ties back to business objectives. 2/14/13
Social architect/Culture Builder
?He refuses to give bribes to get his work
done.
?He had to wait 18 months to get an
electrical substation for the vegetable oil manufacturing unit.
?The company incurred very high costs as
they had to run the unit on captive power generation for 20 months. rather than abolish his ideals and values.
2/14/13
?But he preferred the extra financial liability
THANK YOU
“Excellence is not an act, it’s a habit”
2/14/13
doc_588898468.pptx
The ppt is about Azim Premji's leadership profiling.
MR. AZIM PREMJI
Leadership Profiling
Click to edit Master subtitle style
A presentation by: Group 4 2/14/13 Amit Shanbhag | Arvind R. Menon | Bagal Mithil | Divya Bagri | Manan Bhati | Neha Agarwala | Priyanka
“What you will remember when you retire, is not which quarters you exceeded your sales target or won large deals, but leaders whom you helped in developing. Develop leaders under you, not only because it is good for the business, but because it will give you tremendous personal satisfaction”
2/14/13
Agenda
?Background ?Achievements and Awards ?About WIPRO
?Long term decisions
?Leadership Profiling
?Strengths, Weaknesses ?Behavioral Approach ?Leadership Grid ?Situational Analysis ?Transformational Leadership
2/14/13
Family Background
?Azim Hashim Premji was born in Mumbai to
a Gujarati Muslim family on July 24, 1945
?Belonged to a rich Industrial house. ?Demise of father M.H. Premji in 1966 ?Married to Yasmeen Premji and has two
sons – Rishad and Tariq.
?Currently resides in Bangalore
2/14/13
Professional Background
?Quit Electrical Engineering in Stanford and
took the reigns of Western India Vegetable Product Company at the age of 21
?Later renamed to Wipro which is in
diversified businesses
?Grew $2 million company to what Wipro is
today(INR 255 bn)
2/14/13
Awards / Achievements
?Was the richest Indian from 1999 – 2005. ?2000: The Visvesvaraya Technological
University conferred Sir M. Visvesvaraya Memorial Award on him.
?2001: Premji established the Azim Premji
Foundation
?2003: Business Week featured him on
their cover with the sobriquet India’s Tech King amongst 100 most influential people in the
2/14/13
?2004: Time magazine listed him as one
Awards / Achievements
?2005: He became the first Indian recipient
of the Faraday Medal.
?2005: The Government of India conferred
upon him the Padma Bhushan, one of the highest civilian awards in the country.
?2007: Business Week listed him amongst
the top 30 entrepreneurs in world history Lifetime Achievement Award.
?2009: Dataquest honors Azim Premji with
?Nonexecutive Director – RBI Board ?Honorary Doctorate - MAHE
2/14/13
WIPRO LIMITED
2/14/13
About Wipro Limited
?Acronym for Western India Palm Refined Oils ?Started as a vegetable oil company in 1947 ?Wipro Businesses
Wipro Technologies Wipro Infotech Wipro Consumer Care & Lighting Wipro Infrastructure Engineering
Wipro GE Medical ?Azim Premji joined WIPRO when it was a $2 Systems Ltd million company
?1977: Wipro entered the IT sector (when IBM
2/14/13 was asked to leave India), started developing
Long term Decisions
?Foresight to see growth opportunities in the IT ?Wipro also started manufacturing light bulbs
with General Electric. When GE moved out of India in 1997, Premji saw this as an opportunity for growth. business and FMCG business through a combination of organic and inorganic growth
?WiproTech: mPower, InfoCrossing, 3DNetworks,
?Achieved a significant share of IT services
AMS, etc
?WCC-LG: Unza, Yardley, etc
?Grooming both his sons Rishad & Tariq for
2/14/13
LEADERSHIP PROFILING
2/14/13
?STRENGTHS
• Character
• Personal Integrity • Determination &
?WEAKNESSES
• Apolitical • Low media
Perseverance
presence
• Simplicity & Humility • Uncompromising
• Visionary Thinking • Passion • Ability to Inspire • Philanthropy •
2/14/13
Behavioral Theory
?Assumptions
?Leaders can be made, not born ?Successful leadership is based in definable,
learnable behavior
?Behavior Theory try to look at what Leaders
actually do and try to learn from him.
?Premji is known to be a tough taskmaster &
very demanding.
?Premji finds difficult to relinquish control.
2/14/13
2/14/13
Leadership Grid
1,9 ACCOMODATIN G Yield & Comply Country Club People orientation 9,9 SOUND Contribute & Commit Team Leader
Middle of the Road
Impoverishe d Produce or Perish 9,1 CONTROLLIN G Direct &
1,1 INDIFFERENT Evade and 2/14/13 Elude
Task
Situational Leadership Model
Relationship Behavior
Task
2/14/13
Azim Premji and Situational Leadership
?Directive: vegetable oils and soap
business ? IT sector mentorship
?Coaching: Emphasis on training and ?Supportive: customer orientation through
re-organization
?Delegating:
?setting up of task force post Vivek Paul ?Effective recruitment
2/14/13
Transformational Leadership
?Transcends short term goals, focuses on
intrinsic needs
?Leader takes a visionary position, inspires
people to follow
?Characteristics
?Visionary ?Strategic Thinker ?Communicator ?Change Agent
2/14/13
Visionary
?“No one should doubt his ability to fulfill his
strategic vision.” Azim Premji proves that, the most important thing needed for an organizational success is, a vision accompanied by a good leadership
?Sensed an opportunity in IT and transformed
a vanaspati and soap maker into a IT giant
?Next big step into the ecology sector
2/14/13
Strategic Thinker
?Looks at the big picture, the holistic view
than just being happy about the present performance.
?Selects key people very carefully ?First one to use industry-academia
?Did not have short-term approach towards IT
collaboration in IT industry
2/14/13
Communicator
?A tough employer, expects his employees
to be competent and does not tolerate lies or deception from anyone
?example, his commitment towards saving
?Walks the talk
and judiciously using energy. It is not uncommon to see the 63-year-old chairman of Wipro switching off the lights before leaving office.
?Azim Premji's 8 steps to Excellence – brings
out his beliefs
2/14/13
Change agent
?He is one of the world’s finest examples of
a ‘change leader/agent’. Never content to let things remain as they are even if it seems very comfortable.
?1966 sudden demise of father, age of 21 took
charge – single vision, focus on success. Wipro grown from a small producer of cooking oil to a colossus by Indian standards
?CEO Vivek Paul left – need to change. Sub
companies formed, complete reorganisation
2/14/13
Team Builder
?Premji firmly believes that ordinary people
are capable of extraordinary things
?Key to this – creating highly charged teams. ?He takes a personal interest in developing
teams and leaders.
?He invests significant time as a faculty in
Wipro's leadership development programs. (Wipro Leaders Quality Survey, 1992)
?Training – utmost importance to the
organization. Leadership training is provided at the entry level and continues 2/14/13 as the employee scales the heights of the
Social architect/Culture Builder
"The future will see significant changes in technology, economy and society. But what will remain unchanged is the need of the customer for an organization with human face. We have built Wipro with the core human values in mind, along with integrity, innovative solutions and value for money, and we will use these values to grow into the future."
2/14/13
Social architect/Culture Builder
?Premji created a culture that thrives under
intense competitive principles:
pressure.
Two
core
?The chairman is not king
? Share authority and responsibility with subordinates
?Zero-politics culture
? Open and honest disagreements encouraged
?The objectives of quality must be ingrained
within the culture of the company, which is, in turn, passed on to customers and ties back to business objectives. 2/14/13
Social architect/Culture Builder
?He refuses to give bribes to get his work
done.
?He had to wait 18 months to get an
electrical substation for the vegetable oil manufacturing unit.
?The company incurred very high costs as
they had to run the unit on captive power generation for 20 months. rather than abolish his ideals and values.
2/14/13
?But he preferred the extra financial liability
THANK YOU
“Excellence is not an act, it’s a habit”
2/14/13
doc_588898468.pptx