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
companies integrate people
The most important part of any acquisition is your ability to culturally integrate the people in the companies you acquire and your company.
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.
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.
companies everybody indian money mouth process sick technology tells tired trying
I am sick and tired of the process where everybody tells you that Indian companies don't have the technology and capability. We need to put money where our mouth is and make things happen, and that is what we are trying to do.
companies customers design discerning exports global higher motivates products results scale supply
From an operational perspective, exports challenge companies to design, develop, manufacture and supply products to discerning customers in global markets. This, in turn, motivates companies to scale up the value chain, which results in higher realisations.
became companies entering examples natural similar steel
Bofors was a steelmaker that became a forgings company and then went on to build guns. Companies like Krupp and Thyssen were in steel and forgings before entering defence. There are similar examples in the U.K.; it is a natural progression.
became companies gained globally imperative strategies
With liberalisation, Indian industry gained international exposure because of which it became imperative for companies to rework their strategies to become globally competitive.
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.
biggest
India is the second biggest defence procurer in the world after the U.S.
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.
In the U.S., we didn't have scale, and without scale, it's difficult to operate.
business railways trying united
We have got into Indian railways and are trying to get into the railway locomotive business in Europe and the United States.
agile business
We can reorient our products and business strategy because we are an agile organisation.
exports fixed market rate spot
We book our exports forward for more than a year, and so we have a fixed rate. We do not get the spot rate that we see in the market every day.