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 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.
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.
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.
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.