Baba Kalyani Quotes

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

No matter what, the entrepreneur must strive to be above average and, at the same time, understand what is driving those averages they are seeking to beat. Take the time to understand and test the metrics you are using, and then you can not only set the average, you can exceed it.

Bayen need quality, you have to invest and upgrade!

Since the beginning, HTC has focused on developing strong research and development capabilities and keeping a close eye on consumer, market and technology trends.

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.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.

Even though we live in a fast-changing world with short term-ism all around, it requires years of determination to transform a company and structurally reap the rewards. Innovation companies need to set their sights on solving unmet needs - but this approach requires focus and long-term tenacity.

If you can improve your franchise, even if you're doing well, you're going to make that move. You just are - at least I am. It's about winning and winning the right way and trying to sustain success over a large period of time.

I'm a very big believer that the primary focus for any organization at any point in time should always be smarter, better, faster.

If we're building high quality companies, if the customers like the products, if the technology innovation is real, then the substance is going to win out in the end.

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.

In any business, you have to evolve.

Unlike the objective of far too many companies, manufacturing is not about a quick 'exit.' It is centered on long-term value creation.

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

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.

No CEO ever says, 'Damnit, we need to increase research!' I want to encourage them to do that.

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.

We were in the market ahead of competition. We brought new products on the market ahead of competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.

If you don't drive your business, you will be driven out of business.

Business has only two functions - marketing and innovation.

Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

Innovation must lead infrastructure for a simple but compelling reason: Innovation produces new types of products and markets, and it is virtually impossible to know how to run those markets efficiently before they are created.