A Quote by Punit Renjen

For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.
When companies fail, or fail to grow, it's almost always because they don't invest in the people, the systems, and the processes they need.
Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.
When we talk about economic growth, we're not talking about bringing a bunch of companies in that can make a bunch of bucks and hope they spend 'em in our city. We're talking about creating jobs, creating new companies and then we move from there to talk about cooperatives which can become some of those jobs, some of the solidarity economy where we can begin to band together people so they'll understand that a job is not a single individual affair but a collective affair.
So, for me, working with larger companies has often been very satisfying, precisely because of the ability of bringing critical mass to bear on a given effort.
Mergers are like marriages. They are the bringing together of two individuals. If you wouldn't marry someone for the 'operational efficiencies' they offer in the running of a household, then why would you combine two companies with unique cultures and identities for that reason?
In my view, the key aim of economic policy in many countries, and particularly in Russia, should be the sort of policy that stimulates productivity growth because only on the basis of growth of labour productivity can we enjoy healthy growth.
Another thing I've observed is how critical the role of the CEO is when a technology truly is disruptive. In looking back on companies that have successfully launched independent disruptive business units, the CEO always had a foot in both camps. Never have they succeeded when they spin something off in order to get it off the CEO's agenda. The CEOs that did this had extraordinary personal self-confidence, and almost always they were the founders of the companies.
There's no checklist of how democracies fail because they fail in different ways. Some of them fail because they break up and civil war breaks out... Often they fail because someone is elected to power who doesn't respect the rules of the democracy.
'My Country, My Music' is about bringing music in languages like Tamil, Telegu, Kannada, Malyalam, and Marathi together. It's about bringing musical genres together, different scenarios in which music is displayed in our country in one show.
Courageous people are not afraid to fail. So often in life and in sports, we're afraid to fail. Instead, we should attack things with excitement and enthusiasm and think about the positives as opposed to the negatives.
I think you just have to work as hard as you can. Sometimes you're going to fail, but the way I look at it is if you're always focused on the process, you're going to fail forward, and you're going to keep building and growing.
In the long run, greater investment would mean greater productivity and income growth.
My brand of leadership, which is very focused on bringing people together, solving problems - it's what I have always tried to do - just had a hard time being as powerfully compelling in the campaign as I think it has been in previous years for other candidates.
Don't be afraid to fail. For the love of God, don't be afraid to fail, because you're going to fail. So try to fail as hard as you can is what I would say, because you're always going to get up and you're going to learn something from it.
There are black companies that are very active in the economy, that are growing and not on the basis of mergers and acquisitions, but because of putting new money into their particular companies and, therefore, their particular sectors. Indeed, if they didn't do that, they would collapse as companies.
Our strategy is focused on driving better outcomes for patients and higher productivity for hospitals.
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