Anand Mahindra Quotes

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

I brought one big question with me to Harvard. Why do smart companies fail?

If you're running an engineering or finance company, all companies depend on ideas and ingenuity. I think the principles of creative leadership apply everywhere, whether it's an advertising company or whether you're running a hospital.

Any manager can do well in an expanding market.

Most tech companies do one trick and die. If you can do two or three or four, that's where wealth gets created.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

Too many executives I've met over the years have the mentality of a bodybuilder; they've come to accept the idea that growth is synonymous with success.

Not all of Microsoft's businesses are successful, but they have every technology possible.

I didn't generate my success by being a prognosticator. I developed my reputation building our businesses by building great businesses and making them more efficient.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

The most successful businesses have an idea for the future that's very different from the present - and that's not fully valued.

A business like an automobile, has to be driven, in order to get results.

A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.

I definitely see a correlation between how many things a company gets right and how fast a company grows.

The successful business executive can handle challenges and solve problems at a remarkable clip.

Eighty percent of the cases used in the typical MBA program are about successful companies. Students graduate with this notion that 'If I do everything that the people in those cases did, then my organization will grow and be successful, too.'

In a globalized world, one application can spread like wildfire and there's only one winning company, which means you have to invest more than you've ever had.

Basically if you study entrepreneurs, there is a misnomer: People think that entrepreneurs take risk, and they get rewarded because they take risk. In reality entrepreneurs do everything they can to minimize risk. They are not interested in taking risk. They want free lunches and they go after free lunches.

Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.

The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.

Business has only two functions - marketing and innovation.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.