In pharma, we continuously look for acquisitions... If it makes strategic sense and if there is any value.
It is very clear for us; we will do whatever is in the best interest of Shriram shareholders.
In life, there are always intense battles, and yet we must practise the lessons from the Gita.
Indians are very intelligent - of that, there is no doubt - but we are not necessarily hard working.
In any technology, one has to be very careful to ensure that it is good and has enough safeguards.
Normally, Indian companies follow the trend set by companies abroad. There is usually a long lag period.
In the pharma space, we have been growing both organically as well as through acquisitions.
There are always highs and lows in life, but if you maintain an even keel, then you can take the right decisions.
In pharma or in information, you have to invest for three or four years, and then you start seeing returns.
In any technology, one has to be very careful to ensure that it is good and has enough safeguards.
I think public sector banks need to have greater private participation of people who have skin in the game.
I have always said that you have to fail. If you do not fail, it means you have never taken enough risks.
We have been successful in buying and selling companies because we have a reputation of fulfilling deal terms in letter and spirit.
When we exited the textiles business, we paid our bankers and labourers. We must have been the only company to do that.
There will be good times, and there will be bad, but one has to, to the extent possible, take things in one's stride.
Spirituality permeates all aspects of your life and business is just one part of your life.
Our organisation and culture is based on professionalism and values. I think my children reflect both.
The role of a trustee is to ensure beneficiaries get the best returns, without the trustee benefitting.