Anand Mahindra Quotes
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Anyone who makes time frames beyond tomorrow probably isn't pushing himself hard enough.
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The moment I say I'm going into scooters, they say, 'You're crazy.' Six months later, when BMW comes out with an electric scooter, it's fine. But when Anand does it, because he's some small guy in India, it's not fine.
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To me, every decision needn't be a 'big-bang' reform but a signal of proactive decision-making and removal of red tape and bureaucracy.
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The more I learn about industry structures, the more I feel that once a company has paid the fee, in a manner of speaking, to enter a sector, it becomes even harder to stay afloat.
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The more you drive positive change, the more enhanced your business model.
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Autonomous tractors would enable a farmer to focus on the work that matters the most on a farm.
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It is such an uncertain universe out there that you have to create what I call 'real' options and develop capabilities that will enable you to deal with an environment that will change anyway.
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We see ourselves as being people who want to take India to the world; we see ourselves as being aggressive, assuming risk.
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My mother was a writer. She acted in one film before she decided that Bollywood wasn't good enough for her. My two sisters and I probably learned from her how to get under other people's skin. In contrast, my father was a simple man despite his success at business. He was a people person, and I think that's what led him to join politics.
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Mahindra's brand strategy is about niches across areas of mobility.
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When you set the right targets, aspirations, and you work efficiently and diligently, the numbers happen.
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As I have often said, acceptance of the idea of shared mobility is going to be one of the major disruptive trends in the automotive industry.
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Make in India will not work if we take a conventional linear approach. It has to be a leapfrogging into the future, and India is ideally placed to do this.
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The best way to propel the economy may be to encourage different parts of the country to go their own way.
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You incubate a product in an atmosphere where that product is best incubated. So, for example, we incubated our electric scooter in California. Because it's low-volume manufacturing but high-intelligence, intensive manufacturing, we are starting in Michigan.
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We don't believe start-ups are the private preserve of only garage start-ups... The corporate garage is going to be the scene of a lot of action.
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You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.
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Our credo says that, in the end, we want to drive positive change in the lives of our stakeholders and communities across the world, enabling them to rise.
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I'm an optimist about NAFTA merely being updated.
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You go into battle with your strengths.
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We have never shied away from making investments. Even during downcycles, we never stopped our investments.
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I have always said that, more than 'big bang' reforms, it is every day what is happening, changing on the ground.
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I have no problem with money coming in and spawning competition. I am honest enough to admit that Mahindra & Mahindra would not have been going to the IITs and doing research if there was no competition.
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It is imperative for us to protect the flora and fauna around us.