Quotes from Anand Mahindra

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.

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.

When you set the right targets, aspirations, and you work efficiently and diligently, the numbers happen.

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.

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.

It is processes that are important.

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.

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.

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.

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

It is imperative for us to protect the flora and fauna around us.

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.

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

I think Tesla doesn't sound like it has a very collaborative culture.

If you are planning to save the planet, it will not be Tesla that will do it, since only a finite number of people can afford to buy one, even a $35,000 Model 3.

Branding in electric mobility is critical, but I think what Tesla has also demonstrated is that you can build new brands.

Autonomous tractors would enable a farmer to focus on the work that matters the most on a farm.

Can a person be inspirational? Does a person have global sensibility? That's the hardest thing to find.

The age of access being offered by taxi-hailing apps like Uber and Ola is the biggest potential threat to auto industry.

The story of rural India is a lack of empowerment: perceived impotence. Villagers are being constantly threatened by an authority. The Bolero symbolizes empowerment.

The Rise credo is about accepting no limits, alternative thinking, and driving positive change - the three pillars.

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.

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.

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.