Quotes from Dinesh Paliwal

To realize the incredible potential of connected cars and autonomous driving, we must continue to forge innovative global partnerships that engage everyone from automakers and Internet of Things players to government and educational institutions.

I have a big bias to the people who understand global aspects.

At the end of the day, I am a Marwari. So I will always think of business like a Marwari!

Innovation is critical to the heartbeat of any successful corporation in the industrialized world.

Relationships are personal, even in business, so sharing some of yourself and taking an interest in others helps to build trust and break down walls.

The global 'currency wars' are likely here to stay due to the fine line between legitimate monetary balancing and sometimes self-serving trade manipulation. But these artificial mechanisms lack tangible or lasting value.

The acquisition of Symphony Teleca... gives us immediate scale in software services. With the addition of cloud, mobility, and analytics competencies, we will accelerate solutions for the connected car and for a broader set of industries and markets.

It's well documented that stop-and-go traffic wears more on a vehicle than consistent-speed highway driving. No matter our driving habits, we all know we must regularly maintain our car's vitals - oil, tires, brakes, etc. Similarly, our brains and bodies perform best with a mindful focus on tasks and a routine maintenance of healthy habits.

I feel burnout comes as a result of consistent over-simulation.

I seldom watch TV, but I often get caught up in cricket no matter what time they are on.

What we're looking at is a future where cars will be comfortable and safe and offer the luxuries of both home and office. That means lots of sensors and software, as well as the critical safety systems to protect the car's information from hackers.

I am baffled by many Western politicians who continually blame low-cost imported goods for their own economic challenges.

I was known for being quite... ruthless at ABB. I drove hard targets, pushed my people. But I was always fair. Once I was convinced of someone, I let them handle things themselves. But if you kept doing badly, there was no place for you.

Every good business story has a conflict and triumph at the core and a turning point where a transformation takes place.

Problem-solving is essential to engineering. Engineers are constantly on the lookout for a better way to do things.

I know firsthand that the characteristics of a great engineer - problem-solving skills, a deep understanding of technology, and a results-driven mindset - are the exact same things that any executive, in any industry, must have in order to succeed.

Harman had great brands, but the processes were falling apart.

The real competitive advantage will come to countries and companies who differentiate their offerings through education, innovation, and productivity.

Humans get distracted when we see and touch something.

At Harman, we had to reinvent ourselves so that we can compete on a global playing field. We did it by instituting a culture where teams can take calculated risks. But to inspire such a shift in mindset requires meaningful rewards across the ranks and freedom to experiment and innovate. I like to think of it as our courage culture.

All leading brands started with and still possess the DNA of innovation and creativity, but it is often limited to one or two areas such as design or engineering. For a company to prosper, it must inject this innovative spirit into every aspect of the business.

A degree in Liberal Arts has long been considered the most adaptable, with humanitarian and societal studies that prepare graduates to enter a wide variety of careers.

After I finished my degree in India in 1980, I came to the U.S. to get a master's, and I was teaching quantum physics to freshmen. As I got my bearings as to what goes on in labs, I understood that to teach, you have to learn.

Every quarter, we give an award for a breakthrough idea even if it doesn't make it to market.