A Quote by Abhijit Banerjee
Gujarat is a pro-business state, where civil society organisations are comfortable with working to make sure that business does not suffer. Large parts of the rest of India, for better or worse, are very different.
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The Indian context is unique. The market is very large, and I believe there is enough room for many players to innovate on different parts of the transportation business. That said, if somebody just brings an American concept to India, it'll only go so far. You have to build for the Indian needs and dynamics.
One of the main lessons I have learned the last five years as Secretary-General is that the United Nations cannot function properly without the support of the business community and civil society. We need to have tripartite support - the governments, the business communities and the civil society.
India has a very young population which is comfortable doing business on a screen than do it one on one with a banking executive. They want quick fulfilment of desires, and may not have the time to go to a bank to get things done. Many of them are comfortable working from home.
Healthcare is a very complicated business and you need a very different business model to be successful in India; yet at a global level, there are a lot of challenges and opportunities.
[T]here are, at bottom, basically two ways to order social affairs, Coercively, through the mechanisms of the state - what we can call political society. And voluntarily, through the private interaction of individuals and associations - what we can call civil society. ... In a civil society, you make the decision. In a political society, someone else does. ... Civil society is based on reason, eloquence, and persuasion, which is to say voluntarism. Political society, on the other hand, is based on force.
Bret Hart, you don't really understand the business of the Pro Wrestling business. You only understand the Bret Hart business of the Pro Wrestling business, and they are two different things.
Growth does not always lead a business to build on success. All too often it converts a highly successful business into a mediocre large business.
I like the concept of 'Make in India'. But the orientation of 'Make in India' is slightly different than what I would. So, the orientation of Make in India is big business, and a lot of it is defence. My orientation of 'Make in India' would be small and medium businesses.
I'm committed to working with business, both large and small, to make sure we don't impose unnecessary burdens or create damaging labour shortages.
To be sure, India has achieved enviable success in business services, like the glistening call centers in Bangalore and elsewhere. But in the global jousting for manufacturing jobs, India does not get its share.
The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
If the angle you're going at is there's some kind of quid pro quo - there isn't. Business is business, and people are allowed to make money. Looks can be deceiving, because there's no quid pro quo here.
Just because you're working does not mean you're making money. That's two very different things in show business.
If you're anti-war it doesn't mean you are 'Pro' one side or the other in a conflict. However, it does make you 'Pro' many thingsPro-Peace, Pro-Human, Pro-Evolution, it makes you Pro-Communication, Pro-Diplomacy, Pro-Love, Pro-Understanding, Pro-Forgiveness.
I'm pro-business! But business ought to make its own money.
I strongly believe that missionaries make better products. They care more. For a missionary, it's not just about the business. There has to be a business, and the business has to make sense, but that's not why you do it. You do it because you have something meaningful that motivates you.
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