DINESH PALIWAL

We should be biased toward action. We are trying to be a nimble and cohesive culture where people can be heard and there is openness and innovation.

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 love what I do, and I find personal joy through my work at Harman. My identity is who I am and what I do.

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 am still close to India personally.

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

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.

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

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.

On the professional side, I derive great happiness and energy by solving tough business and organisational problems - even taking on tough meetings with customers.

I love what I do, and I work intensely.

Many Western nations have made significant gains through automation and operational excellence, while emerging markets rely on ever-increasing numbers of workers. Each will improve their competitive position only by examining every element of operations to make existing resources more efficient and to deliver real value at lower cost.

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.

Multinational brands, especially those with successful legacies, often struggle in emerging countries.

When our schedules are busy, and we are working hard on the tasks immediately at hand, it can be difficult to see that big, potential breakthrough idea right in front of us, much less act on it.

I'm not someone who wants to be second-guessed at all.

A 'first meeting' is, by definition, a one-time opportunity, and there's no going back. Over the course of my career, I've been on both sides of inspiring first meetings that energized me for the next stage of a partnership and disappointing first meetings that left me uncertain about next steps.

In the future, we'll be working and relaxing in cars.

Oftentimes, successful brands can lose discipline or become complacent over time, applying less rigor to the cost control and returns on investment.

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

Humans get distracted when we see and touch something.

Engineers have shown to embody a tremendous amount of leadership skills through the collaborative educational environment.

To most people, paranoia carries a negative connotation. I believe it is one of the most valuable attributes a leader can have. It is about self-reflection and having the courage, humility, and discipline to constantly ask uncomfortable questions that can potentially poke holes in your strategy and challenge your conventional thinking.

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

Leaders have to be intensely aware and be bold and flexible enough to adjust course ahead of impending changes.