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.
Reverse innovation is an innovation that is first adopted in developing markets and flows uphill to mature markets. This concept directs forward-looking companies to look beyond industrialized nations to draw new ideas, products, and processes from emerging economies.
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.
Engineering has proven to be one of the most fruitful tracks of study in the job market, as the skills and training developed by an engineering program are far more versatile than many believed.
Giving back to the communities and institutions that helped us achieve success is a value we share and a privilege we embrace.
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.
Leaders who can push themselves beyond their comfort zones and understand how to harness the power of reverse innovation have the chance to become the next great visionaries.
Innovation is critical to the heartbeat of any successful corporation in the industrialized world.
Leaders have to be intensely aware and be bold and flexible enough to adjust course ahead of impending changes.
Being a CEO requires a specific skill set, and a background in engineering equips individuals with the ability to plan logically and make decisions that fit properly within the context of the business.
Problem-solving is essential to engineering. Engineers are constantly on the lookout for a better way to do things.
I have a clear bias for international, global experience. On my management team, everybody has two or three countries they've lived and worked in.
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.
Multinational brands, especially those with successful legacies, often struggle in emerging countries.
Brightstar's global infrastructure, deep wireless experience, and strong channel relationships makes it an optimal partner as we expand the global reach of Harman Lifestyle products and the Harman Kardon brand.
Engineers are often defined by their output.
A strong working relationship requires every participant to be on the same page.
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.
As devices become more portable and content is increasingly digital, connectivity is fast becoming a fundamental expectation and lifestyle requirement.
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.
