The Rise credo is about accepting no limits, alternative thinking, and driving positive change - the three pillars.
To me, every decision needn't be a 'big-bang' reform but a signal of proactive decision-making and removal of red tape and bureaucracy.
My own ambitions were eclectic. My father ran a steel plant, and I was expected to study metallurgy and end up at the steel plant when I finished high school at age 15. Despite my proficiency at science, I decided against it and instead went on to study filmmaking.
The best way to propel the economy may be to encourage different parts of the country to go their own way.
The moment I say I'm going into scooters, they say, 'You're crazy.' Six months later, when BMW comes out with an electric scooter, it's fine. But when Anand does it, because he's some small guy in India, it's not fine.
You cannot mean everything to all segments of the markets. You cannot have a brand straddling too many meanings.
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.
India's sprawling subcontinent can never become a plus-size Singapore. But perhaps we can weave together an urban web that is the equivalent of a thousand Singapores.
There's this old Frank Sinatra song: 'If you can make it here, you can make it anywhere'... that song was about New York, but it applies to America. People know that if you make it in America, you can make it anywhere, and that is both in terms of sophistication and customer satisfaction.
I think Tesla doesn't sound like it has a very collaborative culture.
Branding in electric mobility is critical, but I think what Tesla has also demonstrated is that you can build new brands.
The glamorous side is SUVs, but frankly, the tractor side is where we are number one in the world.
One of the demonetization benefits, in some markets like used cars, is that organized, transparent businesses are gaining at the cost of unorganized players.
2012 was a good year for the Mahindra Group, as we moved ahead by venturing into new geographies and businesses.
For India's economy to expand as rapidly and yet more sustainably than China's, we need to make our differences into virtues rather than vulnerabilities.
