Quotes of All Topics . Occasions . Authors
Governance is very important in NBFCs.
I am overall optimistic about India's growth.
Horses and dogs were part of my growing up years.
Disabilities and misfortune can make you stronger.
The Internet can bring us much closer to the developed world.
We've always been influenced by some of India's greatest minds.
Within the renewables space, we are focused on solar and wind energy.
People say values are expensive, but I say they create economic value.
Our risk systems and processes - we keep investing and improving them.
There is nothing similar between the pharmaceutical and textile business.
It was always the intention that Shriram would have started a bank at some point.
Buying a house is not an overnight decision, and people can wait for 3 to 6 months.
We are disciples of Krishna, and we look at ourselves like Arjun in the battlefield.
Innovation means taking risks, and that is where the private sector can play a role.
I am not for buying into financial services firms because I am not sure of the quality.
In the pharma space, we have been growing both organically as well as through acquisitions.
Spirituality permeates all aspects of your life and business is just one part of your life.
It is very clear for us; we will do whatever is in the best interest of Shriram shareholders.
In life, there are always intense battles, and yet we must practise the lessons from the Gita.
In any technology, one has to be very careful to ensure that it is good and has enough safeguards.
Indians are very intelligent - of that, there is no doubt - but we are not necessarily hard working.
Our organisation and culture is based on professionalism and values. I think my children reflect both.
The role of a trustee is to ensure beneficiaries get the best returns, without the trustee benefitting.
Normally, Indian companies follow the trend set by companies abroad. There is usually a long lag period.
Governments cannot do innovation. There are too many audits, and no one stays in a role for long enough.
In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.
In pharma or in information, you have to invest for three or four years, and then you start seeing returns.
I think public sector banks need to have greater private participation of people who have skin in the game.
You cannot have the financial system crippled because of lack of decision making and lack of quality people.
In any merger, when you have large organisations coming together, there will be challenges in terms of culture.
There are very few who have the privileges I have, and, therefore, it is essential that we give back to society.
There are always highs and lows in life, but if you maintain an even keel, then you can take the right decisions.
We are a very systems- and process- driven business which reports directly to the board, whether it is risk or legal.
There will be good times, and there will be bad, but one has to, to the extent possible, take things in one's stride.
We have been successful in buying and selling companies because we have a reputation of fulfilling deal terms in letter and spirit.
Our philosophy always teaches us that you can have intense activity, but inside, you have to have peace. The office has to reflect that.
If you concentrate on action and forget the results, you actually perform much better, because then you are not worried what will happen.
We will follow in letter and spirit whatever the RBI rules and guidelines are - whether at the holding company level or individual company level.
Leadership is more than just managing economic reforms. Leadership means giving broad direction, take up challenges which other people cannot do.
Life looked bleak when I became chairman of the group at the age of 29. But I survived, as the Lord must have carried me when I needed Him the most.
Manufacturing is finite, but human intellect is infinite. Textile is all about manufacturing, and industries like pharmaceuticals are all about human intellect.
Our responsibility is to maximise shareholder value, and if that means we can make short-term investment where we can maximise short-term value, we can do that.
Textile mills are not a very high-margin business and have fixed overheads, so it was challenging. But I think it is only in challenges that you get opportunities.
I may believe in something, but if it is not working and is not giving returns, we have to close it down because that is the right thing to do for the shareholders.
We entered into the pharmaceutical industry in 1988, and since then, we have grown significantly on the back of a growing demand in India for pharmaceutical products.
Don't hoard your wealth. Instead, live the life you want with the wealth you have been blessed with, but also make it beneficial for the good of the larger community.
Everywhere in the world, when you travel, you see structures that stand out. Historic structures and new structures. But in India, I don't see anything that stands out.
We always set ambitious goals in our group, and I have found that if you set your mind to it, you can do it ,and sometimes all the circumstances will play in your favour.
Demonetisation was always on the government's radar and was part of the plan from day one when Narendra Modi took over as prime minister, as he was concerned about the black money.
We never thought about getting into banking, as it is not an attractive business as perceived generally. This was also not a consideration when we decided to invest in Shriram Group.