Anand Mahindra Quotes
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Life has an interesting way of teaching even the most powerful people that joy from wealth is fleeting at best.
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We're going to be selling our product to the American consumer. We want to have Americans who understand American consumers.
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If you are planning to save the planet, it will not be Tesla that will do it, since only a finite number of people can afford to buy one, even a $35,000 Model 3.
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I don't think the disruptor and the business model of a disruptor necessarily is an indication of the topography of the future. If it did, you would say then that everyone will make high-end electric cars, when the answer is clearly no.
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My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.
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There's this old Frank Sinatra song: 'If you can make it here, you can make it anywhere'... that song was about New York, but it applies to America. People know that if you make it in America, you can make it anywhere, and that is both in terms of sophistication and customer satisfaction.
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The glamorous side is SUVs, but frankly, the tractor side is where we are number one in the world.
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I have personally invested in a company created by Rohit Khattar - Cinestaan Film Company. But that's what I do personally.
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The Indian government is extraordinarily large, and it is difficult to try and believe that one leader can make all the change. This is a federal system.
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If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.
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In 2001, I did some research and identified four characteristics that successful companies share. One, they aspire to be leaders in their businesses. Two, they have global potential. Three, they are innovative. Four, they display a ruthless focus on financial returns.
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If you aren't humble, whatever empathy you claim is false and probably results from some arrogance or the desire to control. But true empathy is rooted in humility and the understanding that there are many people with as much to contribute in life as you.
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There is a growing interest in team ownership and promoting sports beyond cricket in India. I always felt it is important to encourage other sports, especially those that bring communities together and promote active lifestyles to Indian youth.
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I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.
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I think Tesla doesn't sound like it has a very collaborative culture.
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The age of access being offered by taxi-hailing apps like Uber and Ola is the biggest potential threat to auto industry.
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To me, Scorpio was a big bet and a quantum leap in the kind of sophistication of our products. People forget that, apart from the Bolero and the Armada, until the nineties we never made hard-top vehicles.
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I am not a lonely person. I am happily married and not looking for companions on social media.
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It is processes that are important.
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Whether in services or in manufacturing, the trick is to stay ahead of the curve. I believe we should not wait to be disrupted - we should become disruptors ourselves.
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My own ambitions were eclectic. My father ran a steel plant, and I was expected to study metallurgy and end up at the steel plant when I finished high school at age 15. Despite my proficiency at science, I decided against it and instead went on to study filmmaking.
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We often say that the M&M Group's destiny is inextricably linked with India's. Both were born around the same time: India in 1947, M&M in 1945. The group has experienced the same vicissitudes that the Indian economy has.
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Nothing is 'another day at the office.'
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XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.