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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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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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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At the end of the day, I am a Marwari. So I will always think of business like a Marwari!
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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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I feel burnout comes as a result of consistent over-simulation.
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Engineers are often defined by their output.
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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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A strong working relationship requires every participant to be on the same page.
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Multinational brands, especially those with successful legacies, often struggle in emerging countries.
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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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I am still close to India personally.
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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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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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Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.
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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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As devices become more portable and content is increasingly digital, connectivity is fast becoming a fundamental expectation and lifestyle requirement.
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I was known for being quite... ruthless at ABB. I drove hard targets, pushed my people. But I was always fair. Once I was convinced of someone, I let them handle things themselves. But if you kept doing badly, there was no place for you.
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When our schedules are busy, and we are working hard on the tasks immediately at hand, it can be difficult to see that big, potential breakthrough idea right in front of us, much less act on it.
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The global 'currency wars' are likely here to stay due to the fine line between legitimate monetary balancing and sometimes self-serving trade manipulation. But these artificial mechanisms lack tangible or lasting value.
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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.