Anand Mahindra Quotes

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

Unless you stay focused on innovation, you can be disintermediated.

Whatever business you're in - it doesn't matter - it's going to commoditize over time. It's going to devalue. You've got to keep moving it to a higher value.

Disruption starts with committing to excellence and taking a stand for your customer.

Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.

Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.

Disruptive innovation is competitive strategy for an age seized by terror.

You know, IBM was almost knocked out of the box by other types of computer software and manufacturing.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.

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

... whatever business you're in, it doesn't matter, it's going to commoditize over time, it's going to devalue, you've got to keep moving it to a higher value. Keep going to a higher value in whatever it is that you do and force yourself and force the organization to always do it ahead of time

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

When you're a large company with significant market share, it's tempting to view market disruptions as a threat, but we view them as an opportunity.

You either innovate or you become defunct.

Instead of focusing the traditional planning cycles where companies benchmark their businesses against existing competition, teams need to be developed to foster internal change and disruption. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.

Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

You've got to stay ahead of the game to be able to stay in it.

I've always challenged myself and the people who work with me to take new approaches to traditional business challenges, to push the envelope and constantly ask whether our sacred cows are still producing great milk.

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.

Any company has got to reinvent itself again and again.

To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.

You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.