Dinesh Paliwal Quotes
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The acquisition of Symphony Teleca... gives us immediate scale in software services. With the addition of cloud, mobility, and analytics competencies, we will accelerate solutions for the connected car and for a broader set of industries and markets.
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Giving back to the communities and institutions that helped us achieve success is a value we share and a privilege we embrace.
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To most people, paranoia carries a negative connotation. I believe it is one of the most valuable attributes a leader can have. It is about self-reflection and having the courage, humility, and discipline to constantly ask uncomfortable questions that can potentially poke holes in your strategy and challenge your conventional thinking.
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Engineers are often defined by their output.
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It's well documented that stop-and-go traffic wears more on a vehicle than consistent-speed highway driving. No matter our driving habits, we all know we must regularly maintain our car's vitals - oil, tires, brakes, etc. Similarly, our brains and bodies perform best with a mindful focus on tasks and a routine maintenance of healthy habits.
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At the end of the day, I am a Marwari. So I will always think of business like a Marwari!
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Oftentimes, successful brands can lose discipline or become complacent over time, applying less rigor to the cost control and returns on investment.
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Uncertainty is bad for business.
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Multinational brands, especially those with successful legacies, often struggle in emerging countries.
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I feel burnout comes as a result of consistent over-simulation.
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Every good business story has a conflict and triumph at the core and a turning point where a transformation takes place.
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In the future, we'll be working and relaxing in cars.
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I am still close to India personally.
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A strong working relationship requires every participant to be on the same page.
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Many Western nations have made significant gains through automation and operational excellence, while emerging markets rely on ever-increasing numbers of workers. Each will improve their competitive position only by examining every element of operations to make existing resources more efficient and to deliver real value at lower cost.
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The big deal for me has always been innovation.
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Whether you lead an early-stage startup or a well-established company, it is critical to challenge yourself and your team to prepare for the next disruptive force - be it a shift in the market, a new consumer trend, or a competing innovation.
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After I finished my degree in India in 1980, I came to the U.S. to get a master's, and I was teaching quantum physics to freshmen. As I got my bearings as to what goes on in labs, I understood that to teach, you have to learn.
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Leaders who can push themselves beyond their comfort zones and understand how to harness the power of reverse innovation have the chance to become the next great visionaries.
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U.S. is a merit-based society... There is no glass ceiling if you have good performance track record and leadership skills.
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To realize the incredible potential of connected cars and autonomous driving, we must continue to forge innovative global partnerships that engage everyone from automakers and Internet of Things players to government and educational institutions.
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I have a clear bias for international, global experience. On my management team, everybody has two or three countries they've lived and worked in.
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As devices become more portable and content is increasingly digital, connectivity is fast becoming a fundamental expectation and lifestyle requirement.
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Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.