Dinesh Paliwal Quotes
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A 'first meeting' is, by definition, a one-time opportunity, and there's no going back. Over the course of my career, I've been on both sides of inspiring first meetings that energized me for the next stage of a partnership and disappointing first meetings that left me uncertain about next steps.
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I know firsthand that the characteristics of a great engineer - problem-solving skills, a deep understanding of technology, and a results-driven mindset - are the exact same things that any executive, in any industry, must have in order to succeed.
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I am still close to India personally.
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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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I feel burnout comes as a result of consistent over-simulation.
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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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Engineers are often defined by their output.
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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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Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.
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In the future, we'll be working and relaxing in cars.
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I am baffled by many Western politicians who continually blame low-cost imported goods for their own economic challenges.
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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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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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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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Multinational brands, especially those with successful legacies, often struggle in emerging countries.
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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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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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A strong working relationship requires every participant to be on the same page.
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A degree in Liberal Arts has long been considered the most adaptable, with humanitarian and societal studies that prepare graduates to enter a wide variety of careers.
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The big deal for me has always been innovation.
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I know that my day wouldn't be nearly as streamlined or productive if it weren't for my team - a team that begins with my Executive Assistant.
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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.