PUNIT RENJEN

As I progressed in the firm, I learnt the craft, and as I learnt my craft, my partners and the firm threw up different opportunities.

Most millennials have no problem standing their ground when asked to do something that conflicts with their personal values.

Technology is advancing at breakneck speed, upending old ways of doing business and resetting the social contract between employers and employees.

It is no longer enough to have a good product. A company's purpose and the way it treats its employees and the global community to which it belongs is also of great importance.

For any young people looking for job opportunities, good grades and academic results are important, but what is more important may be showing you are someone who has the drive and capability and can fit in the company culture.

As long as we deliver services with the highest level of quality and integrity, I'm happy.

Gandhi held no formal position of authority. Nor was there an organized army standing behind him. What he did have were his core beliefs and the audacity to speak truth to power.

I want to be a purpose-driven, purpose-led organization, and I want the organization to achieve this aspiration of being the undisputed leader in professional services.

A strong sense of purpose drives businesses to take the long view and invest for growth.

While they believe the pursuit of profit is important to sustaining a business, millennials also say that pursuit must be accompanied by a sense of purpose, by efforts to create innovative products or services, and, above all, by consideration of individuals as employees and members of society.

For millennials, conducting business with a purpose that goes beyond making profits is critically important in determining the kind of company they want to work for - and the kind of company with whom they are willing to do business.

I'm good at what I do. I'm really, really good at what I do, and I'm not saying this with any level of arrogance.

We are an organization led by a purpose - to make a positive, meaningful impact that matters to everyone Deloitte touches. I will do my best to serve the network by helping enable our leaders and people to fulfill their passion to make a difference.

For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.

Creative tension is constructive. Its purpose is to bring out the very best in management so that senior executives can generate the greatest value for shareholders, stakeholders, and society at large.

We believe that if you want to have diverse leaders 10 years down the road, we've got to make sure they're getting the right assignments, the right client experiences today.

Exceptional businesses sustain bottom-line results, which they invest to create meaningful, positive impact for their stakeholders.

Diversity is not just the right thing to do but right for business.

As business leaders, we should not choose between profit or good; rather, we must choose to profit from good. And that requires connecting what we do with a purpose beyond profit - a reason to exist that meets our shared sense of 'doing good.'

Our goal is not to be the biggest. Our goal is to be the best. That is why the aspiration that I have picked is to be the undisputed leader in professional services, and I'm starting with intangible metrics.

Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.

In exceptional boardrooms, the intellectual rigor generated by a challenging question is both an accepted norm and a precursor to reaching informed decisions. This is the crucial edge that sets apart boards that lead from boards that follow.

Rethinking product supply chains offers another opportunity for traditional enterprises to introduce a host of positive outcomes.

I'm not motivated by having the largest revenue base - you get that as an outcome. If we do our job well, we will be appropriately rewarded.

For us as a firm, not only from a risk mitigation standpoint but also as a point of differentiation, it is incredibly important to get consistency and the very best individuals with the capabilities to do the very best job.