Nobody understands how the world will change. The only way you can plan for the future is to have scenarios. You have to have the courage to take a leap of faith on one of them.Collection: Courage
If you aren't humble, whatever empathy you claim is false and probably results from some arrogance or the desire to control. But true empathy is rooted in humility and the understanding that there are many people with as much to contribute in life as you.Collection: Life
Sustainability has to be a way of life to be a way of business.Collection: Business
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.Collection: Architecture
I don't think the disruptor and the business model of a disruptor necessarily is an indication of the topography of the future. If it did, you would say then that everyone will make high-end electric cars, when the answer is clearly no.Collection: Car
The more you drive positive change, the more enhanced your business model.Collection: Business
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.Collection: Positive
If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.Collection: Technology
Can a person be inspirational? Does a person have global sensibility? That's the hardest thing to find.Collection: Inspirational
Sometimes the only kind of innovation comes when you have some solitude; when you step away.
When you set the right targets, aspirations, and you work efficiently and diligently, the numbers happen.
Life has an interesting way of teaching even the most powerful people that joy from wealth is fleeting at best.
The Rise credo is about accepting no limits, alternative thinking, and driving positive change - the three pillars.
You have to treat every day as a new challenge, and you have to remain paranoid, as they say.
Leaders don't look behind; they don't look to the side - they look ahead.
The glamorous side is SUVs, but frankly, the tractor side is where we are number one in the world.
You go into battle with your strengths.
It is processes that are important.
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.
Anyone who makes time frames beyond tomorrow probably isn't pushing himself hard enough.
To my mind, the education of children - girl children, specifically - is what really creates an enlightened society. It creates a liberal society.
Just like you have fire regulations, they should have regulations that no building would be made without charging points for electric vehicles.
Sustainability is a part of our 'rise' philosophy. You cannot rise if you take more from the community than you put back.
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.
Ride-sharing is inevitably going to be 100% electric.
XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.
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.
The age of access being offered by taxi-hailing apps like Uber and Ola is the biggest potential threat to auto industry.
The job of automobile manufacturers is to passionately build something that others love to own.
A lot of people who can afford a vehicle are deciding against owning one. They just need access to transport. So, our job is to offer wider choices to consumers with more innovative models.
The government should find regulation to encourage ride-sharing companies. Rather than finding impediments for them, regulate them by all means... create a framework by which ride-sharing companies can survive.
I think Tesla doesn't sound like it has a very collaborative culture.
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.
The market will evolve into two segments: cars that provide ease of access to transport and are shared by many people, and cars that are exclusive, high-end symbols of the owner's status and aspirations.
Autonomous tractors would enable a farmer to focus on the work that matters the most on a farm.
Whether in services or in manufacturing, the trick is to stay ahead of the curve. I believe we should not wait to be disrupted - we should become disruptors ourselves.
There is no business in the world - I don't care what it is, whether it's I.T. or manufacturing - that does not have what I may refer to as a blended resource base. You have high-end work. You have engineering work. You have some local knowledge you require. Then, you have some very low-cost work to be done.
We're going to be selling our product to the American consumer. We want to have Americans who understand American consumers.
When we heard that America is pulling out of the Paris Agreement, that's unfortunate, but frankly - speaking purely from my competitive juices point of view - we are delighted that somebody's not going to look at these opportunities. They'll be all there for us.
I've been criticised for being an eternal optimist.
There's this old Frank Sinatra song: 'If you can make it here, you can make it anywhere'... that song was about New York, but it applies to America. People know that if you make it in America, you can make it anywhere, and that is both in terms of sophistication and customer satisfaction.
Shared ownership will always mean that you will never sell as many cars as might have been sold without shared mobility... if people are sharing cars, then obviously you are going to sell less cars than would have been sold otherwise. But it doesn't mean that you will have a deceleration in private cars; it just means that the growth will be lower.
I'm an optimist about NAFTA merely being updated.
I call America our emerging market. They find it very amusing when I said that.
As far as passenger cars are concerned, I have always said, in the past, we will work more with partners and partnerships. Our focus on our own would be on the SUVs.
The story of rural India is a lack of empowerment: perceived impotence. Villagers are being constantly threatened by an authority. The Bolero symbolizes empowerment.
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.
It requires a different holistic approach and a recognition that it's not simply a question of stepping into China's shoes. Our 'Make in India' has to be different from China's in the sense that we have to do a 'taal-mel' or 'jugalbandi' of our IT skills that exist and our evolving manufacturing skills and become intelligent manufacturers.
You want educated women if you are going to have a modern society.
Women need a space that quenches their intellectual hunger, engages and empowers them with relatable content.