Anand Mahindra Quotes

In government, things do not move too quick. That is why I am trying to introduce a new culture: so that things move more quickly.

To build a great company, which is a CEO's job, sometimes you have to stand up against conventional wisdom.

That is why I strongly believe we should working in Congress to make America a better place to run a business by reducing the costly burdens of bureaucracy and red tape.

Don't manage - lead change before you have to.

We’ve already decided to change. The question is: In which direction do we change, and from where do we start?

I think effective leaders typically are able to see the future to a certain degree and then try to take actions to shape it in some way.

If we're going to change leadership, we need to do it in a very systematic and organized way.

I will make utmost efforts to conduct regulatory reform by tearing down bureaucratic sectionalism, vested interests and notorious habit of following precedents.

Responsible politicians should never indulge in nostalgia - it is too much of a distraction at a time when a rapidly changing world throws up so many challenges, when we need to keep our wits about us.

We have to create that strength, and sometimes we have to reduce bureaucracy. It just gets in our way.

In my experience of large enterprises, I have found it is often a mistake to try to settle everything at once.

We have a choice. We can shape our future, or let events shape it for us. And if we want to succeed, we can't fall back on the stale debates and old divides that won't move us forward.

I have the experience we need to make the changes we want and I think that's a winning case.

Strategic quitting is the secret of successful organizations

Leadership is about making decisions with the information you have, not the information people will have 12 years later, i kind of feel sorry for my friend Jeb Bush.

Leaders make decisions that create the future they desire.

Impatience is a poor substitute for a well-considered plan.

Strategy is about shaping the future.

Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.

Management is clearly different from leadership. Leadership is primarily a high-powered, right-brain activity. It's more of an art it's based on a philosophy. You have to ask the ultimate questions of life when you're dealing with personal leadership issues.

It was interesting watching the Afghanistan war review deliberations, this three-month process where Barack Obama did the most thorough foreign policy review ever by a modern American president. Compare that to Libya. For a month he said we weren't going to do anything, then suddenly changed his mind and did it on the fly. My view is that it's not how long or quick you take to make a decision, it's whether you make the right one.

Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.

There exist better models of decisionmaking, for the governance of states, corporations and other large organizations, for example in Germany. We need to study such models and promising pathways on which our existing decisionmaking procedures can be gradually reformed.

"What would I do if?.." By thinking tactically, we can more easily arrive at correct tactical solutions, and practice - even theoretical practice - tends to produce confidence in our solutions which, in turn, makes it easier for us, and thus quicker, to reach a decision.

The difference between a calculated risk and rolling the dice can be expressed in one word: homework.