Top 100 Quotes & Sayings by Anand Mahindra - Page 2

When you sell cars in the U.S., it forces you to be the most competitive.

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.

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.

I love the blues, but I love a lot of music.

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.

Social media is one of the most under-rated business tools, in my opinion. It's an amazing cockpit for any CEO. I can narrate any number of stories how it has helped me to reach out to customers, dealers, protesting workers, and even security guards.

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.

We see ourselves as being people who want to take India to the world; we see ourselves as being aggressive, assuming risk.

You cannot mean everything to all segments of the markets. You cannot have a brand straddling too many meanings.

The term 'niche' is no longer pejorative.

I do believe it is important to be future-ready with a portfolio to be able to deal with however the market evolves. This is better than just forecasting accurately but in having the weapons ready to deal with the uncertainties.

You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.

India's states must compete, not march in lockstep, if India is to develop its own path to sustainable prosperity.

Old definitions of segments are going to get blurred. Once you defined cars by horsepower, engines. That has changed.

In a large bureaucracy, you cannot exercise the transformation of any situation without coopting bureaucracy.

Sometimes the only kind of innovation comes when you have some solitude; when you step away.

We have never shied away from making investments. Even during downcycles, we never stopped our investments.

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.

The best way to propel the economy may be to encourage different parts of the country to go their own way.

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.

After I finished school, I went to JJ College of Architecture and then to Harvard. I did my B.A. with a major in filmmaking.

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.

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.

President Donald Trump's policies are not global but inward-looking.

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.

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.

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.

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.

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.

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.

One of the demonetization benefits, in some markets like used cars, is that organized, transparent businesses are gaining at the cost of unorganized players.

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.

Mahindra's brand strategy is about niches across areas of mobility.

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.

I have personally invested in a company created by Rohit Khattar - Cinestaan Film Company. But that's what I do personally.

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.

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.

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.

I have fond memories of my kabaddi exploits at Lawrence School. I also enjoyed tennis and swimming.

I am not a lonely person. I am happily married and not looking for companions on social media.