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.
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.
capability country create defence extensive fairly india matured technology terms
India has the capability to create a fairly extensive defence manufacturing capability in many areas, and as a country and as an industry, we have matured in terms of technology and capability to make this happen.
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.
business grow institute patience returned running technology via
When I returned from the Massachusetts Institute of Technology in 1972, my father was running a forging business with a turnover of Rs 3.5 crore. But I had no patience and wanted to grow the business via exports.
cheap germany india industry labor low move people plant quite reactions saying steal technology
The first reactions from Germany and German industry was quite negative. People right from the start were saying that we will steal technology and take it away and move the plant to India and use low cheap labor to compete.
financial strength technology
If my strength is technology, financial structuring is my son's skill.
compete labour technology
I am able to compete not because my labour is cheap, but because I can use technology better than others.
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.
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.