I've been criticised for being an eternal optimist.
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.
India's states must compete, not march in lockstep, if India is to develop its own path to sustainable prosperity.
The most important thing that I tell myself is that no matter where I go in this journey, the humility is what's gonna keep me honest and real. And perhaps a better manager.
Sometimes the only kind of innovation comes when you have some solitude; when you step away.
You go into battle with your strengths.
The more I learn about industry structures, the more I feel that once a company has paid the fee, in a manner of speaking, to enter a sector, it becomes even harder to stay afloat.
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.
To my mind, the education of children - girl children, specifically - is what really creates an enlightened society. It creates a liberal society.
If I were to put labels on demonetization, it would be transparency and traceability.
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.
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.
Just like you have fire regulations, they should have regulations that no building would be made without charging points for electric vehicles.
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.
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.
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.
When you set the right targets, aspirations, and you work efficiently and diligently, the numbers happen.
President Donald Trump's policies are not global but inward-looking.
The age of access being offered by taxi-hailing apps like Uber and Ola is the biggest potential threat to auto industry.
Life has an interesting way of teaching even the most powerful people that joy from wealth is fleeting at best.
