Baba Kalyani Quotes

I am an analog, slide-rule kind of guy.

It's the adventure, the adrenaline-flowing, risk-taking in outdoor activities that attracts me.

Prior to 2001, hardly any company in North America or Europe would buy from India.

I give strong advice, but I don't expect it to be followed.

Before 2000, we were unable to design a single car; all the cars were designed in Japan, Europe or somewhere else. We were just converting.

We are working with the power industry all over the world. We are meeting customers in aerospace and getting them to tour our plants.

If my strength is technology, financial structuring is my son's skill.

Our company is very diversified, both in terms of geography and in terms of products.

The most important part of any acquisition is your ability to culturally integrate the people in the companies you acquire and your company.

One of the criteria for a global company is that it should have a manufacturing presence in multiple countries and should not only be an exporter.

We should have an inclusive growth model in India. Agro-interest is also as important as industrial interest.

I had my own motor boat which we would take to Khadakvasla, but that was 40 years ago.

I am a very hands-on person, and I like to be involved in driving my business.

If India has to achieve exponential growth, it would have to be on the back of strong growth in the manufacturing sector.

In 2014, we have some new activities and new order wins in the non-automotive space.

You cannot make an aircraft without forged components.

In business, you try to minimise risk.

The year 2013 has been very difficult, with a lot of headwinds in almost every region and every business.

India is the second biggest defence procurer in the world after the U.S.

We book our exports forward for more than a year, and so we have a fixed rate. We do not get the spot rate that we see in the market every day.

We have got into Indian railways and are trying to get into the railway locomotive business in Europe and the United States.

If somebody told me you'd be a one and a half billion dollar company and be the largest in the world, I wouldn't have believed it myself.

Which country in the world has the kind of talent India has in numbers?

I am a self-taught water skier and wind surfer.

We believe in the vision of 'Make in India,' and our proposed joint venture with Rafael is a step in this direction.

In the U.S., we didn't have scale, and without scale, it's difficult to operate.

I am able to compete not because my labour is cheap, but because I can use technology better than others.

We can reorient our products and business strategy because we are an agile organisation.

Challenges give me a kick. The day I stop getting challenges, I would quit.