Anand Mahindra Quotes
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I have fond memories of my kabaddi exploits at Lawrence School. I also enjoyed tennis and swimming.
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Mahindra's brand strategy is about niches across areas of mobility.
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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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Autonomous tractors would enable a farmer to focus on the work that matters the most on a farm.
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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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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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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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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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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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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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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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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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The more you drive positive change, the more enhanced your business model.
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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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I'm an optimist about NAFTA merely being updated.
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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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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 love the blues, but I love a lot of music.
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For any sport to be sustainable, it cannot survive on government or corporate grants alone. The sporting ecosystem needs more investments from businesses, and businesses need to see the returns from their investment in sport. Cricket has achieved that distinction, but I feel a country of a billion-plus people cannot remain captive to one sport.
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Being tied down to a pre-med or engineering track would have slotted me into a very narrow group. Being a young filmmaker allowed me to explore many areas of life and many kinds of people.
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We have never shied away from making investments. Even during downcycles, we never stopped our investments.
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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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Leaders don't look behind; they don't look to the side - they look ahead.
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When you set the right targets, aspirations, and you work efficiently and diligently, the numbers happen.