Anyone who makes time frames beyond tomorrow probably isn't pushing himself hard enough.
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.
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.
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.
The story of rural India is a lack of empowerment: perceived impotence. Villagers are being constantly threatened by an authority. The Bolero symbolizes empowerment.
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.
You incubate a product in an atmosphere where that product is best incubated. So, for example, we incubated our electric scooter in California. Because it's low-volume manufacturing but high-intelligence, intensive manufacturing, we are starting in Michigan.
Life has an interesting way of teaching even the most powerful people that joy from wealth is fleeting at best.
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.
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.
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.
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.
The job of automobile manufacturers is to passionately build something that others love to own.
You want educated women if you are going to have a modern society.
I'm an optimist about NAFTA merely being updated.
You have to treat every day as a new challenge, and you have to remain paranoid, as they say.
Mahindra's brand strategy is about niches across areas of mobility.
To me, Scorpio was a big bet and a quantum leap in the kind of sophistication of our products. People forget that, apart from the Bolero and the Armada, until the nineties we never made hard-top vehicles.
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.
My mother was a writer. She acted in one film before she decided that Bollywood wasn't good enough for her. My two sisters and I probably learned from her how to get under other people's skin. In contrast, my father was a simple man despite his success at business. He was a people person, and I think that's what led him to join politics.
