I'm not too involved in day-to-day matters. I only supervise at the board level.

There must be an opportunity that matches with our strategy. Just because we have a gap, we don't want to go and acquire anything and everything. What we acquire should fit in with our strategy, human resources and market expectations.

From our group, we've had joint ventures with a lot of international companies: Procter & Gamble, General Electric, Sara Lee, currently with Hershey's and Tyson. We've learned a lot of the best practices.

Our acquisition strategy is very clear: 3x3. Three continents - Asia, Africa and South America, and in three categories where we have strong positions - personal wash, household care and hair care.

We have a company, Geometric Software, which is into engineering services software. We have a company called Nature's Basket, which is into gourmet retailing. Both are specialized companies.

Our expectation is that by 2050, which is a long time away, India will be the largest economy in the world, overtaking both the U.S. and China.

The Godrej group is expanding rapidly. However, we are not diversifying much.

A good monetary policy follows inflationary expectations and not historical numbers.

You can't have a regime which continuously subsidizes things; as inflation rises, you keep prices of certain things unchanged.

Politicians and bureaucrats must learn to stay away from the day-by-day functioning of business.

People should be encouraged by things like awards given for corporate governance practices.

It's a mistake to believe technology rests outside India. We compete very successfully.

Corporate governance should be done more through principles than rules.

There are too many politicians in the world and too few statesmen.

We find it much better not to try and take the Godrej brand across, but use very strong brands we have acquired in different geographies and push them.

I’m not too involved in day-to-day matters. I only supervise at the board level.

It’s a mistake to believe technology rests outside India. We compete very successfully.

You can’t have a regime which continuously subsidizes things; as inflation rises, you keep prices of certain things unchanged.

We have a company, Geometric Software, which is into engineering services software. We have a company called Nature’s Basket, which is into gourmet retailing. Both are specialized companies.