Baba Kalyani
Baba Kalyani
Babasaheb Neelkanth Kalyani is an Indian businessman who served as the chairman and managing director of Bharat Forge, the flagship company of the Kalyani Group and the world's second-largest forgings manufacturer after ThyssenKrupp of Germany...
NationalityIndian
ProfessionBusinessman
Date of Birth7 January 1949
CountryIndia
build business call capable challenged colonel companies defence heads indian programme prove
We passionately set up a programme that we call the Indian gun programme. I challenged Colonel Bhatia, who heads our defence business, that let's build an Indian gun. There's a belief that Indian companies aren't capable of this, and we want to prove them wrong, as we did in components.
best build built business created footprints global period
The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.
became building business career education family four general improve manager option time within worth
I had the option of building a career in the U.S. Many of my friends who went at the time did not come back, but for me, building the family business and being with family was worth it. I became a general manager within four months, as I used my education to improve productivity and output.
companies design emphasis few global human innovation practices resource resulted room technology
The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.
basic commodity easing margins material raw
The commodity price easing really does not play too much role in our margins because our basic raw material - steel - is not really a commodities engineering steel.
capability cost indian
The advantage comes out of the capability of Indian engineers and the competitiveness of their capabilities and the cost at which they can create those capabilities.
education freed fund petroleum phased priority products programmes resources sector social various
Subsidies on petroleum products and fertilizers should be phased out in a defined, time-bound manner. The resources that would get freed up could then be used to fund various social sector programmes in education, healthcare and other priority sectors.
accept believe capable general high including indian ready refused simply somehow technology using
So far, the general perception, including the perception in India, was that we are not capable of using high technology. They simply refused to believe an Indian can do it! I somehow was not ready to accept that this is not possible.
country truth
Politicians said that with our cheap labour, we could be competitive in the world. Nothing could be further from the truth. We were the most uncompetitive country with that cheap labour.
based companies continues country domestic government provide
Our strategy should be based on indigenisation and import substitution. The government must provide opportunities for domestic companies to participate in sectors in which the country continues to depend on imports.
fulfil
Our real focus is going to be what can we do with our existing capacities, what new things can we do, and how much more demand can we fulfil with our existing capacities.
based chance far good greater indians industry model production rather success
Indians have very good engineering capabilities, and that is why, if an industry focuses on innovation, you will have a far greater chance of success, rather than the model which is based on just being a production machine.
country domestic humming india industrial per production
India is the most competitive manufacturing destination on this planet. If we are able to take advantage of that competitiveness for our domestic markets, this country would be humming with activity; industrial production will grow at 10-11% per year.
considered domestic preferred
India is still considered a preferred destination for many multinationals to manufacture cost-competitive high-technology products for domestic consumption as well as for global demand.