Anand Mahindra Quotes
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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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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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Life has an interesting way of teaching even the most powerful people that joy from wealth is fleeting at best.
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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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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.
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Sustainability has to be a way of life to be a way of business.
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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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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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Women need a space that quenches their intellectual hunger, engages and empowers them with relatable content.
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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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If I were to put labels on demonetization, it would be transparency and traceability.
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In India, we are forced to choose our specialisation very early, whereas in some other countries, this can be done much later in life. While the British have abandoned this approach, we in India seem to be struggling with the old British system of education.
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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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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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Just like you have fire regulations, they should have regulations that no building would be made without charging points for electric vehicles.
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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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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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To my mind, the education of children - girl children, specifically - is what really creates an enlightened society. It creates a liberal society.
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In a large bureaucracy, you cannot exercise the transformation of any situation without coopting bureaucracy.
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Businesses look for stability; they look for direction.
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The job of automobile manufacturers is to passionately build something that others love to own.
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Anyone who makes time frames beyond tomorrow probably isn't pushing himself hard enough.
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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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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.