A Quote by Anand Mahindra

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. — © Anand Mahindra
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.
Major Trends [is] the canonical modern work on the nature and history of Jewish mysticism. For a sophisticated understanding, not only of the dynamics of Jewish mysticism, but of the exquisite complexities of Jewish history and tradition, Major Trends is a major port of entry through which one must pass.
There are three major issues now that are becoming important, not only for cities, but for all mankind: Mobility, sustainability - which is linked to mobility - and social diversity.
I was actually pretty shy in school. My defense mechanism was to be the class clown. I remember getting into a lot of trouble for being disruptive, and I was brought in front of the headteacher, who said: 'What's going to happen to you; what are you going to do when you grow up?' and I said: 'Well, I'm obviously going to be a comedian.'
Companies, in fact, are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
Entrepreneurs always pitch their idea as 'the X of Y', so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.
Entrepreneurs always pitch their idea as 'the X of Y,' so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.
All the technology going into self-driving cars is robotic technology. It's not automotive. That explains why some of the traditional automotive players didn't develop this technology.
There are certainly major differences between Poland's policies and those of the old EU countries. Debates are going on in Brussels over a shared foreign policy and even a shared foreign minister.
I changed my major to English literature, which was on the advice of my father. I finally said, "You know, Dad, to heck with it: I'm just going to be an actor. But I'm going to go to school." And he said, "Well, if you're going to go to school, then major in English literature. Those are the tools you are going to be working with as a man who's going to be acting in English, one would assume."
Stories bring us together. We can talk about them and bond over them. They are shared knowledge, shared legend, and shared history; often, they shape our shared future.
I guess working in the legitimate industry, the best thing you can take away from it is acceptance of the incompetence that often surrounds you. No, that sounds horrible. The most important thing, I guess, is the fact that working in the legitimate industry, what I see all too often is people trying to interpret the wishes of the audience, which with today's technology, is all too easy to measure empirically.
The idea shared by many that life is a vale of tears is just as false as the idea shared by the great majority, the idea to which youth and health and riches incline you, that life is a place of entertainment.
Fortunately, I got critic and audience acceptance much earlier than industry acceptance.
The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. Companies in fact are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
An important factor influencing intergenerational mobility and trends in inequality over time is economic opportunity.
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