Anand Mahindra Quotes
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A lot of people who can afford a vehicle are deciding against owning one. They just need access to transport. So, our job is to offer wider choices to consumers with more innovative models.
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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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There is no business in the world - I don't care what it is, whether it's I.T. or manufacturing - that does not have what I may refer to as a blended resource base. You have high-end work. You have engineering work. You have some local knowledge you require. Then, you have some very low-cost work to be done.
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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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Sustainability has to be a way of life to be a way of business.
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When you sell cars in the U.S., it forces you to be the most competitive.
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Branding in electric mobility is critical, but I think what Tesla has also demonstrated is that you can build new brands.
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India's sprawling subcontinent can never become a plus-size Singapore. But perhaps we can weave together an urban web that is the equivalent of a thousand Singapores.
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For India's economy to expand as rapidly and yet more sustainably than China's, we need to make our differences into virtues rather than vulnerabilities.
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I call America our emerging market. They find it very amusing when I said that.
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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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Women need a space that quenches their intellectual hunger, engages and empowers them with relatable content.
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India's states must compete, not march in lockstep, if India is to develop its own path to sustainable prosperity.
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In a large bureaucracy, you cannot exercise the transformation of any situation without coopting bureaucracy.
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If I were to put labels on demonetization, it would be transparency and traceability.
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It requires a different holistic approach and a recognition that it's not simply a question of stepping into China's shoes. Our 'Make in India' has to be different from China's in the sense that we have to do a 'taal-mel' or 'jugalbandi' of our IT skills that exist and our evolving manufacturing skills and become intelligent manufacturers.
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Businesses look for stability; they look for direction.
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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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2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.
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The job of automobile manufacturers is to passionately build something that others love to own.
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Sustainability is a part of our 'rise' philosophy. You cannot rise if you take more from the community than you put back.
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Shared ownership will always mean that you will never sell as many cars as might have been sold without shared mobility... if people are sharing cars, then obviously you are going to sell less cars than would have been sold otherwise. But it doesn't mean that you will have a deceleration in private cars; it just means that the growth will be lower.
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When people consume, they want more. Then they choose the best, and you suddenly get innovation coming in. Now combine that with desperation and people wanting to get a better life: you have a potent combination for innovation.
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I have fond memories of my kabaddi exploits at Lawrence School. I also enjoyed tennis and swimming.