Anand Mahindra

There is a growing interest in team ownership and promoting sports beyond cricket in India. I always felt it is important to encourage other sports, especially those that bring communities together and promote active lifestyles to Indian youth.

My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.

Sustainability is a part of our 'rise' philosophy. You cannot rise if you take more from the community than you put back.

You incubate a product in an atmosphere where that product is best incubated. So, for example, we incubated our electric scooter in California. Because it's low-volume manufacturing but high-intelligence, intensive manufacturing, we are starting in Michigan.

Branding in electric mobility is critical, but I think what Tesla has also demonstrated is that you can build new brands.

If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.

Mahindra's brand strategy is about niches across areas of mobility.

I have fond memories of my kabaddi exploits at Lawrence School. I also enjoyed tennis and swimming.

Anyone who makes time frames beyond tomorrow probably isn't pushing himself hard enough.

If you are planning to save the planet, it will not be Tesla that will do it, since only a finite number of people can afford to buy one, even a $35,000 Model 3.

Sometimes the only kind of innovation comes when you have some solitude; when you step away.

When people consume, they want more. Then they choose the best, and you suddenly get innovation coming in. Now combine that with desperation and people wanting to get a better life: you have a potent combination for innovation.