Baba Kalyani Quotes

As an owner, you have a choice. Do you want to adopt a vision that you think is real sharp and real cutting edge and could get you from good to great - has a chance - or do you want to just say the organization is not about that, and we're not going to try to adopt a new coaching philosophy and vision.

There's this famous observation that I totally believe: Great startup ideas are the ones that lie in the intersection of the Venn diagram of 'is a good idea' and 'looks like a bad idea.' So you want most people to think it's a bad idea and thus not compete with you until you get giant. But for it to secretly be good.

I try to drive my office more as a start-up of ideas.

Disruptive innovation is competitive strategy for an age seized by terror.

I like to think that I've been a good manager. That fact has been very instrumental in making Linux a successful product.

If you wait for customers to tell you that you need to do something, you're too late. Good business leaders should be half a step ahead of what customers want, i.e. they don't actually quite know they want it. That's what innovation's about. With Plan A, we didn't wait for the consumers to tell us.

I'm very much a creative person, but you've got to do the follow-through. A lot of people start out with an exciting thing and they want to take over the world, but really the people who do take over the world have a good plan of how to get there and the steps along the way.

Fact is, inventing an innovative business model is often mostly a matter of serendipity.

It's always the organizations that are resource constrained that come up with the good ideas to win.

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.

Wealth won't give you satisfaction; creating a good product that's well received by users is what matters most.

As a traditionally risk-averse nation, India has rarely been at the forefront of innovation. Indian companies have mostly imitated others and became very good at it.

The best founders are extremely thoughtful and have an eye for quality. I don't know if there's any generic advice here that would be helpful. Startup knowledge is a moving target.

Business has only two functions - marketing and innovation.

I feel very confident in my skiing. I know I have a good chance to win any race I start.

The man who comes up with a means for doing or producing almost anything better, faster or more economically has his future and his fortune at his fingertips.

I learned how important timing is; having a really good idea five years ahead of its time is practically worthless.

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.

A good idea plus capable men cannot fail; it is better than money in the bank.

I've been good at product entrepreneuring.

Samsung's future hinges on new businesses, new products and new technologies. We should make our corporate culture more open, flexible and innovative.

There are just two things you can do to win a Nobel prize - have a good idea and pursue it effectively.

We picked a great marketplace. We were a pioneer in payroll processing for very small companies. And we had the perseverance and good fortune enough to stick it out.

If you want to be promoted into the first league of carmakers, then you can't just follow suit.

I feel every day that everything I create - everything I do - I want it to be a risk. I think when you take the big swings - and I've done plenty of big swings that I was told were never going to work - those are always the things that break through.