Podcast appearances and mentions of Maruti Suzuki

In today's stock market news, the Japanese yen hits a seven-month high as markets reassess expectations around the Bank of Japan and upcoming US inflation data.Gold prices slip as stronger US jobs data increases expectations of higher interest rates. Meanwhile, India's business confidence gains momentum, Maruti Suzuki announces another price hike of up to ₹20,000 on select models, and life insurance premiums see a sharp rise. Maruti's latest increase marks its third price hike since May amid sustained input-cost pressures.Watch the video for all the key global and Indian market updates, along with the “Believe It or Not!” segment.

What did Dr. Deming really mean when he said to "cease dependence on mass inspection"?    In this episode, Balaji Reddie and host Andrew Stotz unpack why one Ford manager's decision to fire his inspection team missed the point entirely. They explain how inspection can help leaders understand and improve the process, rather than simply sort good from bad.    They also explore why Deming's 14 Points must be understood as a system, including his evolving call for cooperation and win-win thinking among employees, customers, suppliers, and even competitors. Whether you are new to Deming or have studied his work for years, this conversation offers a sharper way to think about quality, systems, and improvement.   TRANSCRIPT 0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. Balaji, how are you doing today?   0:00:25.1 Balaji Reddie: Oh, I'm doing good. We're meeting after a small little gap, and in the interim I think a few things happened. One of the major things, I think you and I were really happy to see that Bill Scherkenbach sent us a lovely photo. So Bill, if you're listening to this, thank you so much, of course we thank you for the photo. We mentioned the last time or rather when we were speaking that I said that there used to be a group of people that used to meet over the weekend. I don't know what the actual protocol was, but all of the so-called core Deming people, you know, like Gipsie Ranney and Nida Backaitis, I hope I'm getting the names right, Barbara Lawton. And I remember Henry Neave saying he was a part of that. So I didn't see that in the photo. So, maybe one of the weekends he was there over in America and so he was there because he mentioned this. And so Bill very kindly said what it was christened. It was christened the Cosmos Club. And then he shared a photo. So Bill, thank you so much. And also helping us identify most of the people in that photograph. If sometime we could share it with the Deming Institute, if they could show it as part of the... If ever we convert this into some kind of video later on with some slides and things like that, they could add that in.   0:01:53.0 Andrew Stotz: Yeah, it's still wonderful.   0:01:53.7 Balaji Reddie: That was wonderful. Yes.   0:01:54.9 Andrew Stotz: It's a great picture. In fact, I'm gonna just make sure that I download it for today's episode.   0:02:00.9 Balaji Reddie: Yes, yes.   0:02:01.7 Andrew Stotz: Because I'll supply it to the Institute and ask Bill if we can use it. Let's see.   0:02:08.4 Balaji Reddie: Yeah, I mean, I presume that he would want us to ask, but he is very big-hearted. I think he wouldn't mind at all.   0:02:14.7 Andrew Stotz: He looks like a spring chicken in that picture. [laughter]   0:02:17.2 Balaji Reddie: Oh, yeah, all of them. There was Joyce Orsini too there. It was nice to see the whole jing-bang gang, as they call them, [laughter] the Cosmos Club. But wonderful. So, yes, so last time we were discussing point number one and we saw his interpretation in the broadest sense of constancy of purpose. I shared also what he was saying towards the end of his life that he said, "Create and publish the statement of the aims and purposes of the company or other organization." So he was envisioning that it's no longer one company. It's a family of companies working together. And so there has to be something that binds all these companies together because today's business is very complex. The family is actually globally dispersed. And so there has to be a common thread that links all of these organizations together and that has to be the statement of purpose. Why do we exist? Each could have their own, you know. Because that's what Deming said in the word interdependent components of a system. And interdependent means being independent and mutually dependent simultaneously. So independent does not mean isolated. It means autonomous, that means you go by yourself. You could have your own purpose, but you need to align it with the purpose of the companies you're actually contributing to, which is amazing. So he asks us to look at it that way. And he said that the purpose should be to impact people in the broadest sense of the term. And you, in fact, brought that up, that quality, and we saw what he meant by quality. And then I think we discussed the purpose of educational institutions, et cetera, et cetera. What should they be?   0:04:07.5 Balaji Reddie: So that was point one. Now we get to point two. And I'll start with the original wordings which he wrote in 1986. So let me just pull that up here. He says here that, "Adopt the new philosophy. We are in a new economic age." And then he very specifically states, "Western management must awaken to the challenge, must learn their responsibilities and take on leadership for change." Now, let's look at it both ways because in 1990 he reworded this completely. But let's get back to what he meant in 1986, the new philosophy. Now, what was the new philosophy? What did he mean then? Recently I heard, or I think I saw, Dr. Joseph DeFeo, that is the current CEO of Juran Institute, release a version of the 14 points, or rather saying that these were Dr. Deming's 14 points. And I saw what he wrote there about point number two, which was his interpretation. Now, when I look deep, actually, it looked more like Dr. Juran's interpretation of the 14 points. Incidentally, talking about Dr. Juran and the 14 points, it's no secret that Dr. Juran always said that Deming did not speak much about management, he spoke only about statistics, blah, blah, blah. But there was, if you know, part of the inner circle of Dr. Deming was Dr. Myron Tribus. And Myron Tribus, if you know, was a director at MIT for some time, right? And around the time Deming was there at the Center for Advanced Engineering Study. And when... He, of course, went and met Dr. Juran to speak to him about the 14 points, and then they had a discussion for half a day on the 14 points, and Dr. Juran agreed with every single one of them. He said, "Yeah." He said, "He's spot on." But then he said that he never spoke of management then, and so he stuck to his version that he taught statistics to the Japanese. Anyway, let's leave that aside.   0:06:19.0 Balaji Reddie: But when he spoke about point two, and that's what Juran's interpretation was, that the new philosophy was quality should be the basis for running a business. That was the new philosophy, right? And he said that top management, of course, Deming always said that top management should be involved because unless that happens, nothing happens inside the company. So the new philosophy, what now we interpret is what Dr. Deming was trying to say in 1986, was "quality is the basis for running an organization," right? And quality, again, what we discussed last time, in the broadest sense of the term, not just of a product or a process, but the way you conduct yourself as a business, as a people. So that was the new philosophy. And he said that you should take on leadership for change, and he aimed it at Western management at that point in time, right? So that was the 1986, and he goes on to explain that, saying that we are living with commonly accepted... Because he was trying to shock the Americans at that time, right? If you try to realize when they woke up to quality in the 1980s, primarily to be... I mean, to their credit, to the American businesses, that they were doing a lot of course correction. They realized that they had done things wrong for 20 years, and a lot of course correction started happening, and they started seeing benefits. So they started interpreting that as improvement when actually it was just a correction. And I think Deming wanted to bring in that shock treatment to them, and he said improvement is not enough, right? So at that point in time, that new philosophy was basically that, okay, you're doing it right, but it's not enough. And that's why it has to come from the top. So top people have to be involved. And that was how they interpreted this.   0:08:12.1 Balaji Reddie: And we also looked at it that way. But in 1990, he changed the wordings of the point two, and that was in light of what he had started professing, which was a System of Profound Knowledge. So I'll just read out what he wrote in 1990. He says now, "Adopt the new philosophy of cooperation and win-win, in which everybody wins. Put it into practice and teach it to your employees, your customers, your suppliers, and" why not "your competitors." So that was, I think, the new philosophy. Much of the stuff, if you start seeing, Andrew, when I look at all the 14 points, the 14 points have to be interpreted through the 14 points.   0:09:06.7 Andrew Stotz: Right.   0:09:07.8 Balaji Reddie: You need to understand the purpose of each point. You need to understand that they're a system. And that's why you can't just read them sentence by sentence and want to implement them, if you know what I'm trying to say here. They're a system by themselves. So you need to interpret them the right way and through the 14 points... I don't know if I'm making sense to you, but that's exactly how these are. He wanted it to be that way. So you can never tell that you've understood it completely. You're getting me? You're learning something new about it every single day. And as you start looking at things around you through the lens of Profound Knowledge, you will see things differently. And sometimes you see some gaps with the sentences that Dr. Deming was uttering, and then you say, "Okay, okay, this, this, this, I understood it now. I need to make this correction." Right? And so you can never say that I've completely understood them. I mean, after all these years, still reading Out of the Crisis, still doing the series with you, has been a catharsis for me. It's revisiting these things all over again. This, despite the fact that I've been teaching this regularly to my students for the last 20-plus years, it's still new for me.   0:10:24.4 Andrew Stotz: And so could I describe what you just said about interpreting it within the system is that really, that's the thing about systems thinking, is that you can no longer look at an individual part. Every time you get a deeper meaning or understanding of an individual part, that changes the way you view the overall system and the interconnectedness of everything.   0:10:48.6 Balaji Reddie: Exactly.   0:10:48.9 Andrew Stotz: Where life would be much more easy if we could just, "Okay, I understand that one thing deeper and deeper. I can make a control chart better and better and better."   0:11:01.1 Balaji Reddie: So, it's crazy. And this realization came on me way back in, I think around '98 or '99, when I was teaching this, the 14 points, for the third or fourth time. I think I mentioned this in episode one and two, where I told you that it was very easy for me to teach the works of Philip Crosby, very easy to teach the work of Dr. Juran, because they gave methods, they gave steps. But Dr. Deming didn't give anything. You just couldn't show the wording on the slide and get away with it. You had to explain what he wanted us to do. And then, I mentioned this before, you can go back and listen to that episode, but I said that it suddenly struck me, "God damn it, these points are a system." And when I was describing this and I explained this to Hazel Cannon, and she said, "We call this in Deming-speak an 'aha' moment. You had your 'aha' moment." She said, "That's the beauty." She told me once that in the middle of the night, at 3:00 in the morning, she understood what he was trying to say, and she called up Dr. Deming.   0:12:11.3 Balaji Reddie: And he was very, very patient. He listened to her. And she said, "I'm sorry. I..." He said, "I knew you'd understand." That's all he said. So he used to be very happy when people used to call back and suddenly say, "We realized it now, what you were trying to say then." So it's a moment of realization. So this point to... If you read some of the notes that he gave to the Japanese in 1950, and incidentally, it's they who made the notebook and then he added on to it, if you know, Elementary Principles of the Statistical Control of Quality, first edition and then the second edition. And when they made the first edition, they had actually done this without his permission. But when they told him that we made these notes, they thought that he would be a little upset because of copyrights, blah, blah. But instead he was so happy that they'd done that, he actually helped them with the second edition. And if you read those notes, a lot of things there where he was speaking about cooperation, about understanding people. So that may not have been explicitly stated by him in his lectures in Japan, they understood it. Right? And that's a very... I don't want to sound communal here, but a very Asian way of looking at it. Because our languages are very metaphorical, so we always look for different meanings to the statements being uttered. And we always look out for what has this person actually not said, which I... Or rather, yeah, has not said, which I have not heard, but I need to hear. Right?   0:13:46.5 Balaji Reddie: So that's amazing, how they looked at what he was saying. I'll give an instance here where he talks about the use of the control chart, and he says that you can use it for training a worker. And then if you see that before and after training, there's been no change in the control chart, well, then the worker's attained his optimum. Then use that worker somewhere else. He talks in a very positive way about understanding people. And then going back to what we spoke in our second episode about the principles of leadership, it comes back there, that choose people in the right way and optimize all of their aims, hopes, et cetera. So coming back here, the new philosophy, basically, now we can interpret it as what he intended it to be in 1990. He said, "Win-win." But the original wordings are also... You don't replace it, you add on to it, right? So we look at it this way, that he meant that quality should be the center point of running your business. People at the top should be involved. And now we talk about cooperation, win-win. And he says this, "Teach and practice this." Now, all these things are easier said than done. We know that. But we should make an attempt. So employees, your customers, your suppliers, and your competitors. Sometimes it could be funny, right? You go up to your competitor and you say, "Look, I think we've done enough of this, going at each other's throat. Let's get together to do something." And obviously the other person will say, "What's the agenda?" They'll think you have some hidden agenda. So it's gonna be difficult when you start doing this. But I think that's become... Slowly people are warming up to that idea of being close to your competitors and learning with them and from them. Right? We don't look at them as a rival in the true sense, trying to cut the other guy down and things like that. But that's the way it is. And if you say that it's a cutthroat thing, but we need to have some things in common before we decide to branch out and go our own way. Right? So there has to be some kind of a cooperation so that win-win... But main thing is to win, that is, everyone wins. He says, "Some may win less than others, but we all win just the same." So the whole purpose was that. Yeah.   0:16:02.4 Andrew Stotz: It's interesting because I remember hearing that when I was younger and the first thing is cooperating just within a team. The second one is cooperating maybe within a department. Another one is cooperating within a business. And then... That's already hard enough to get to. And then he talked about cooperating within an industry. And of course, there are anti-trust laws in America, which he wasn't talking about colluding on prices to take advantage of the position against the customer. But he was also... I think if we look at AI right now, the development of artificial intelligence, and to what extent could the industry work together to safeguard, for instance, or to understand the development of the energy needed to do this, you know.   0:16:54.4 Balaji Reddie: Yes.   0:16:55.3 Andrew Stotz: Or how do countries across the world work together to make sure that one doesn't have an unfair advantage with AI or with energy or that type of thing? So, yeah, it was definitely interesting when I first heard it. But as I look at it now, I get what he's saying about the industry cooperation.   0:17:15.3 Balaji Reddie: Yes, I saw this in our country, in India, where you had the rival mobile service providers getting together and realizing that the hardware needed was the same, the software would be different. So they got together and created a company, you heard that right, a company, that set up mobile communication towers. So there are no multiple towers everywhere for each mobile provider. There's one set of towers, and it was a separate company. And by the way, that company went on to win the Deming Prize.   0:17:48.0 Andrew Stotz: Interesting, interesting. It's interesting that the concept for point number two is... And sometimes I read it and I think, "Adopt the new philosophy." It's kind of obvious, isn't it?   0:18:04.1 Balaji Reddie: Yeah. [laughter]   0:18:05.8 Andrew Stotz: And that's where part of what you're talking about, about understanding all of it through the Deming 14 points lens.   0:18:13.7 Balaji Reddie: Right. Yes.   0:18:14.9 Andrew Stotz: But I can also think... I wanted to highlight back for those people that weren't around at that time. I graduated from university in 1989. I went to work at Pepsi. And so Out of the Crisis came out about 1986. And I remember during my years at university, the Japanese were just killing the American car manufacturers. And the motorcycle companies were killing... Honda and the others were killing Harley-Davidson.   0:18:43.2 Balaji Reddie: Right.   0:18:43.5 Andrew Stotz: Even to the extent that Harley-Davidson and others went to the government to try to get Reagan to give them tariff protection, which he did, in fact. But there was a huge debate I had in class, I remember, about protection versus competition. And it just highlights what was going on. And so Out of the Crisis, as you mentioned, the title, just the idea of shocking people to say, "We're in a crisis," I think at that time it was really apropos. And also the other part is he's talking about Western management.   0:19:21.1 Balaji Reddie: Yes.   0:19:21.4 Andrew Stotz: Western management. And now you look at... Japan was really doing great at that time. And now we have Japan and China that's also made huge strides. And so it's just so fascinating that he was directing it at Western management for sure, that we've got to fix things. And sometimes I look back and I think, "Oh yeah, Western management learned and improved," because we've got so much innovation going on in America as an example and all of that.   0:19:52.6 Balaji Reddie: Right. Right.   0:19:53.4 Andrew Stotz: But sometimes I look at the developments of the Chinese or Japan and I think, "Hmmm...Did we learn? Did we learn?" Look at the trade balance, look at the amount of debt, look at that in the US and you think, "I don't know." I'm curious, how would you score it?   0:20:09.5 Balaji Reddie: Yeah, I mean, that's just what I had to say. So the whole approach towards this whole thing being holistic, not just looking at it from a very narrow point of view and realizing that we need each other, we can't do without... We call them competitors, but they are also helping us do a better job. They're pushing me to look out for what I'm good at and I don't have to put somebody else down to show myself as big. And if I contribute to the industry in a very big way, not only do I gain, others gain, and if I share, then they would also share with me, right? So that realization, I think, is coming in. And if you think about this, it was very interesting, the mathematician by the name John Nash, if you remember him, he actually postulated this in terms of mathematics in 1950, and he got a PhD from Princeton for this. Now, I would give full credit to the jury listening to his dissertation, defending his thesis, that you had to do this because, interestingly, he gets a Nobel Prize for that in 1974. It took 24 years for the world to figure out what he was trying to say. And you want to go read that, he was thinking win-win.   0:21:41.7 Balaji Reddie: So I often wondered if Dr. Deming, John Nash, did they know each other? Obviously, they didn't, but they were thinking and saying the same thing in two different parts of the world. He was doing that here in the US and Deming was talking about this there in Japan, and he was talking about telling the Japs that Japan must see itself as a system. And so all their companies actually work together. We see them as versus; they don't see each other as versus. You're interestingly saying this about the two-wheeler companies, the bikes... In India, we had just one or two bikes before the four Japanese companies came in. It was Suzuki, Honda, Kawasaki, and Yamaha. And they tied up with different Indian companies. Now, of course, after a long time, they've all gone their separate ways. But as a teenager, I remember these. And the funny thing was all four motorcycles were different and all four sold well. All four. And they sold in different parts of the country.   0:22:43.8 Balaji Reddie: I can tell you this firsthand because just after I completed my engineering, I was looking for a job. So I had some time to myself and my mother's friend, she ran a market research agency and she just called up one fine day and said, "Would Balaji care to do this market research for me? It's about bikes." So I had to travel north, south, east, west and tape a conversation with bikers asking them which motorcycles they liked among these four. And these four, the plants were set up at four different places in our country. So north, south, east, west, typically, you know how vast India is in that sense. And the one... It was very interesting. The bikes that were made in the north were sold very well in the south, and some made in the south were sold very well in the west. It was crazy. But there was, of course, one motorcycle that would always stand out and people would say that, "Yeah, this is the one which really..." But that would always be the case. But by and large, everyone did well. Looking back, I say that, wow, they were practicing this without us knowing it.   0:23:51.6 Balaji Reddie: And even now, if you know, I don't know whether this happens outside of India, but Suzuki and Toyota in India have collaborated with each other to use the car body, if you know what I mean. The insides would be their own inside. Suzuk... Maruti is the name of the Indian company that's tied up with Suzuki Motor. So you have Maruti Suzuki and Toyota. They have common bodies, names are different, but the inside is Toyota technology and Suzuki technology. So they've decided, they just realized that they need each other, right? And they're doing exceedingly well, both. Just both.   0:24:33.7 Andrew Stotz: Sharing the platform.   0:24:36.0 Balaji Reddie: Yeah. It's crazy. And you don't start bothering so much about trying to defend yourself, right? You go ahead and focus on what you're good at. So this point two, the new philosophy, what it meant before and what it means now, I would not say it replaced it, but it's just added on to it, where he said that top management should be involved. That was the new philosophy, that quality has to come from the top. Western management waking up, et cetera. The Western managers to see quality is the basis for running your organization. It should be your strategy. And he just says as an extension of that strategy, we need to get together and cooperate and think win-win. So that's the new philosophy. It takes us, he always says, a new reward system would come in. It would be a better applied science. You can read that in The New Economics, that what is the purpose of this entire new philosophy, The New Economics, where he explains this.   0:25:39.2 Andrew Stotz: Yeah.   0:25:41.4 Balaji Reddie: In a nutshell is point two. So the purpose was to shock the Western management at that point in time, but also in a different sense, try to open the eyes of people even now that please don't think small, think big, right? The new philosophy tells us look beyond the boundaries that you've artificially created and see what you can do with the others, including your competitors. And don't look at them as adversaries, rather than partners in something that both of you will grow. Maybe not evenly, but you will grow. So that was...   0:26:18.7 Andrew Stotz: Yeah. One last thing for me on that is just the idea that he reinforces the focus that quality is, the key is the customer in that process of quality.   0:26:33.8 Balaji Reddie: That's right. That's right.   0:26:34.4 Andrew Stotz: As opposed to it's not about quality, quality, quality, control charts and QC circles and all that. It's about what is quality in the eyes of the customer and how do we better deliver that. So that always gave me so much comfort when I learned what he was teaching, that he wasn't just... It wasn't all about quality and tools. It was about quality in the eyes of the customer.   0:27:00.8 Balaji Reddie: Right. So that's why he said tools are just 3%. And you can be 100% excellent at the 3% and still run out of business, right? He always said that. So you need to apply this in the broader sense of the term. So that was...   [overlapping conversation]   0:27:08.5 Andrew Stotz: Yeah. And the problem is if you don't understand the system and you don't understand the whole teaching, then even if you're good at the tools, you may misinterpret from the tools.   0:27:25.6 Balaji Reddie: Yes. So, right, so that was point two.   0:27:30.4 Andrew Stotz: Whoo!   0:27:31.3 Balaji Reddie: So now we come to point three. [laughter] Now point three... Yeah, we just got I think 15-odd minutes, but I'll cover some part of it and I think we'll continue with this.   0:27:34.0 Andrew Stotz: Yeah, yeah. We good. I got time.   0:27:42.5 Balaji Reddie: Point three. Now this again has been so crazily misinterpreted. All right, so I'll start with the wordings once again, I'm referring to the document what he wrote. And he says now, "Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place." Now if you look at that, he was talking much about the act of inspecting and the entire activity-based and saying don't depend. The keyword was "cease dependence," because if you hear what happened in one funny case where the manager from Ford went back and just sacked all his inspectors saying Dr. Deming said we don't need inspection. But that was, I think, overstating it. But nevertheless, the keyword is dependence. Don't depend on inspection. And then he said, build quality into the product in the first place. And then he quotes Harold Dodge who said you cannot inspect quality into a product. Quality is already there. Inspection just reports what's happening. It doesn't tell you where... You know.   0:29:00.4 Andrew Stotz: Yep.   0:29:03.4 Balaji Reddie: Andrew, can you hear me?   0:29:05.8 Andrew Stotz: Yes. Keep going. So what you're talking about is the idea of thinking about quality not from the perspective...   0:29:20.2 Balaji Reddie: Yeah, we got disconnected.   0:29:21.7 Andrew Stotz: Yeah. What I was saying you're talking about is this idea of cease dependence on inspection, that it doesn't mean inspection's completely gone, but it means starting at the beginning of the process and thinking about how do we improve things from there. So continue on.   0:29:37.3 Balaji Reddie: Yeah, so I just said here that he was not so much at that time when he wrote this, like I said here, it was misinterpreted because, yes, he did start with saying the activity, the activity-based thing about inspection, that we should not depend on it. And I think I mentioned that Ford... One of the managers of Ford, misinterpreted that and sacked his inspectors and things like that. But he said that eliminate the need for inspection by building quality into the process and the product in the first place. So the word was dependence. And so he did not say that you need to eliminate the act of inspecting. In fact, it's very interesting what he actually spoke about this in the workbook which you get when you go a four-day seminar on video which was created by General Motors, right?   0:30:30.6 Balaji Reddie: So those video cassettes, and then the workbook that came with that had a very interesting take on inspection. So he said that it doesn't mean that we're gonna stop. He said you'd be a fool to keep yourself in the dark about what's happening in the process. You need to know what's happening in the process. So he's not saying that do away, he's saying use inspection. So now he actually said this, and here's where the interpretation comes in: understand the purpose of inspection. The purpose of inspection is to give yourself more and more knowledge of the process, not for sorting bad from good, because good and bad product come from the same process. We need to fix the process. And this is to be interpreted if you talk about how he looked at this, because if you read what he spoke about the nine heavy losses, when we discuss those, he says that one of the losses was performance appraisal. So I want to ask those people who say that this interpretation, isn't performance appraisal quality by inspection? You're sorting bad from good based on some arbitrary measure that you created in your head. You decide what's good, you decide what's bad. You're God, is it?   0:31:52.9 Balaji Reddie: I mean, Douglas McGregor actually wrote an article on this saying that managers don't like to play God, right? And he's the one who advocated, no, we don't need performance appraisal. It actually harms. And Dr. Deming just said the same thing. So if you read Douglas McGregor's book, The Human Side of Enterprise, there's a new version, the annotated version, where they've given commentary of what some experts or some the interpretations of the text. And I was amazed to see Dr. Deming's name come up there and saying that Dr. Deming also concurred with this and said it in very plain words that do not carry out performance appraisal. And he likened it to using inspection to create quality, whereas we know it doesn't. So fix the process. Right? And then people again take this in piecemeal and start quoting Deming: "A bad system will beat a good person anytime." I don't know what to say here, really. I mean, he obviously he said... He was trying to explain that you cannot judge that person based on the output of the system. I mean, it's an output of the system, the person. So you need to look at it that way. I don't know whether I'm making sense here, but that's the way to look at this point number three. Right? And he says that don't depend. Use the inspection to understand the process. Now, he says here, and I think I've got the text in that, he says, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." So he very clearly stated this, that this is a system. And this was the system he was talking about, right? And he says here that it's not about just manufacturing, service. It's if you are really, really interpreting this, then you'd also remove performance appraisal in the process, right? Because that's quality by inspection. Uh-oh.   0:34:21.2 Andrew Stotz: The Human Side of Enterprise, the annotated edition, is available on Amazon. Just looking at it right now, this annotated edition came out in 2023. So I haven't read it, so I'm gonna check it out myself.   0:34:42.1 Balaji Reddie: Yeah, I think I lost you again.   0:34:44.5 Andrew Stotz: Yep. I just went through the details about The Human Side of Enterprise and that latest version or edition that's just come out that you've mentioned. It came out in 2023.   0:34:57.0 Balaji Reddie: Right, right. So you could get that, read that book, you'll get to see it. And he very clearly... Did you record that bit where I read out the text?   0:35:09.4 Andrew Stotz: I don't remember that.   0:35:10.8 Balaji Reddie: Okay, I'll just read it out again so you can edit it later. So, yeah, he says here, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." Did you get that? Did that get recorded?   0:35:45.5 Andrew Stotz: Yeah.   0:35:46.0 Balaji Reddie: Yeah. So that's exactly what he meant. He said that he was not talking about the act, and he said you would have some inspection. Now, interestingly, a very, very different take on this that, yeah, I told you Myron Tribus was talking to Dr. Juran about this, and Dr. Juran gave his interpretation. Because if you know, he invented this badly misunderstood and abused term called cost of quality, right? And if you know why he invented it and what happened later, I don't even want to get into it. He said, "The only way I could grab management's attention was to present my problem in terms of money. If I explained to them and said to them that there is... This process running at 90% efficiency, they would be happy. They said, "Great." He said, "No, it's not great." And then they just wouldn't listen. They said, "90% is great." So he said, "How do I talk to them?" And so he went back to them and said, "Okay, your process is running at 90% efficiency." They said, "Yes." He said, "But you're paying 100% salary to this guy to do 90% good work, and then you're paying 100% salary to another guy to remove the 10% bad work, and then you're paying 100% salary to a third guy to correct that bad work." And that's how he invented cost of quality.   0:37:11.8 Balaji Reddie: Now people have gone and overindulged in this and they start having arguments about what is the category and where should it fit in and... Anyway, what he was trying to say is there are some activities where the more money you spend, the better it is. And so he came up with that cost of prevention and of course, I mean, conformance and non-conformance. In conformance, there were two categories. One was called prevention, where the more money you spend, obviously the better it is, but you get... You know, the returns on them will come much, much later, like training and spending money on the right things like maintaining your equipment, blah, blah, blah, research and development. He also gave a category called appraisal. And appraisal, he says, these are all activities which are necessary evils. [laughter] That means you can't eliminate them, at the same time you should not overtly depend on them to create quality. And one of them was inspection. And he says you should not spend more than necessary on inspection, just enough.   0:38:16.1 Balaji Reddie: Now here's the question I get, how much do we spend? [laughter] And the trick which I read somewhere and I saw that because I interpreted these points both ways. So when you start doing this, you walk into a company, make them calculate how much money they're spending on inspection right now. So let's say it's $100,000 or rupees or whatever. Now you start implementing the improvement processes, you start understanding the process and you start, well, the works, control charts, blah, blah, blah, blah. And then you start seeing that the process is getting better and so your defects are coming down and things are getting better generally. And so you're spending lesser money on inspection, you're spending lesser time on inspection, your resources are going in the right direction. And so that amount starts coming down and you keep doing that and you keep doing that and then you reach a point where you say, "Okay, this is it. I need this much of inspection at a bare minimum to keep myself," like Dr. Deming said, "not devoid of any information." I need to know what's happening. So that need-to-know basis, just enough, now that becomes the cap, right? And you say now, "If after this I see an increase in the money being spent, then... It's not that I'm going to go and just eliminate. I'll try to find out why." And if you look at it, that's exactly what Dr. Deming said, understand the purpose of inspection is to make the process better. The product, of course, will get better and you use the inspection intelligently to understand because good and bad products come from the same process. This is absolutely true for both manufacturing as well as services. You always can look at the activities and see which are the ones which are prone to a lot of mistakes that can happen and then you try to help the person carrying out the process. "Can I eliminate this? Can I reduce this?"   0:40:14.0 Balaji Reddie: And talking about AI, I think AI can help a lot in that, in much of the so-called mundane activities which are repeatable and being done on a regular basis. You can bring in AI over there, use it in the right way. Right? Even for the inspection thing, they talk about it, but yeah, like I said, we need to keep our eye and just keep glancing at it, but not going and standing in front of the process all the time. You don't need to do that. Just... So like Dr. Deming said, watch that... Look at the trend, the impact of my action that I need to inspect. So in that sense, like I said, the act of inspecting will never go away, but our reliance on that will come down drastically. And once in a while, just glancing through, just letting us know that things are going according to plan is the right way of looking at this. Anyway, I think that's all we have time for today, Andrew.   0:41:10.2 Andrew Stotz: Yeah. So I'm gonna wrap up by saying 290 years ago, Benjamin Franklin said, "An ounce of prevention is worth a pound of cure."   0:41:23.2 Balaji Reddie: Wow.   0:41:24.2 Andrew Stotz: Well, it's a lot of what you've just described is the idea of starting at the beginning and trying to reduce the need to depend on inspection. I love the stuff that you talked about about... He didn't say eliminate inspection, he said reduce the dependence. And that really reminded me that there's a purpose. And as you've described, the purposes of inspection isn't only just, "Okay, we don't want something bad going out to the customer," but what it really is about is understanding how are we doing. How have the upstream preventative or improvements that we've done in the upstream resolved or reduced what's happening at the downstream? I think that was a major thing for me as a young guy when I first heard Deming, to understand that, start at the beginning and try to get things right from the beginning, that will reduce the amount of trouble that you have towards the end. So, fantastic.   0:42:22.2 Balaji Reddie: That's true. That's true. All right, then.   0:42:24.5 Andrew Stotz: Well...   0:42:25.1 Balaji Reddie: We meet again next week or week after that to continue this.   0:42:27.0 Andrew Stotz: Yeah, I look forward to it. And for the listeners out there, remember to go to deming.org and jump into DemingNext to continue your journey.   0:42:36.5 Balaji Reddie: Yes.   0:42:37.0 Andrew Stotz: This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, which is, "People are entitled to joy in work."   0:42:45.3 Balaji Reddie: "Joy in work."

- Ford Really Needs 4-Door Mustang - Ford Ignored 4-Door Mustang for Over 20 Years - Piech and Porsche Families Back VW Restructuring - VW Wants Pickup for U.S. Market - Daimler Truck Says Emissions Regs = €1 Billion Fine - India Car Market to Grow Over 6 Million/Year - Toyota Faces Another Production Disruption - Tesla Extends Cybertruck Warranty - Ford Leaks How UEV Modules Joined

- Ford Really Needs 4-Door Mustang - Ford Ignored 4-Door Mustang for Over 20 Years - Piech and Porsche Families Back VW Restructuring - VW Wants Pickup for U.S. Market - Daimler Truck Says Emissions Regs = €1 Billion Fine - India Car Market to Grow Over 6 Million/Year - Toyota Faces Another Production Disruption - Tesla Extends Cybertruck Warranty - Ford Leaks How UEV Modules Joined

From the Centre summoning Meta over the temporary restriction of Prime Minister Narendra Modi's Facebook post and Maruti Suzuki expanding its Gujarat manufacturing capacity, to Sarvam AI unveiling plans for a trillion-parameter AI model and the government highlighting the benefits of ethanol blending, here are the top business, technology and policy stories shaping the day.    

The government is considering allowing Non-Resident Indians (NRIs) and Overseas Citizens of India (OCIs) to subscribe to the National Pension System (NPS), as part of a broader push to attract foreign capital into India. The move follows a series of recent measures by the Government and the Reserve Bank of India aimed at improving dollar inflows and strengthening the rupee. The policy push comes amid headwinds from rising crude oil prices and foreign portfolio investor outflows linked to geopolitical tensions in West Asia. As of June 2026, assets under management under the NPS stood at ₹17.27 lakh crore, with state government employees accounting for the largest share, followed by central government employees, the corporate sector and individual subscribers. Maruti Suzuki to hike prices by up to ₹30,000 across models from August India's largest carmaker, Maruti Suzuki, has announced a price increase of up to ₹30,000 across its vehicle portfolio beginning August 2026. The company said the decision has been driven by the continued rise in input costs. According to a regulatory filing, the extent of the price hike will vary across models. The increase is intended to partially offset higher production expenses, reflecting the pressure automakers continue to face from escalating material and manufacturing costs. WTO urges India to deepen trade reforms as New Delhi flags global trade barriers The World Trade Organization has called on India to accelerate reforms aimed at reducing trade costs, simplifying regulations and strengthening integration with global markets. The recommendation was made during India's eighth Trade Policy Review at the WTO. While acknowledging India's strong economic growth trajectory, the WTO Secretariat said achieving the country's Viksit Bharat 2047 vision would require addressing structural challenges such as regulatory complexity, infrastructure gaps and high trade costs. India, meanwhile, highlighted growing geopolitical tensions and rising non-tariff barriers as key obstacles affecting its export potential. Retailers clocked 6 per cent average sales growth in June year-on-year: RAI India's retail sector recorded an average sales growth of 6 per cent in June compared to the same period last year, according to the Retailers Association of India. The data points to resilient consumer demand despite a cautious spending environment. Growth was led by food and grocery, which rose 10 per cent year-on-year, followed by quick-service restaurants at 9 per cent. Footwear sales increased by 8 per cent, while consumer durables and electronics registered 7 per cent growth, indicating steady demand across key consumption categories. (Research and VO: Siddharth Mathew Cherian)

#stockmarket #finance #investing #tcs #sbifunds #maruti #marico #ecommerce #inflation #elnino #fmcg #crudeoil #usiran #imf #nifty50https://shorturl.at/P7ZcoBook your seat for Bhubaneshwar Sessionhttps://shop.investyadnya.in/pages/global-portfolio-methodologyInvest in Investyadnya's Global Equity PortfolioStay updated with today's market news! Oil prices fall as US-Iran escalation fears ease. China's factory prices rise while consumer inflation slows. We cover the impact of El Nino on India's FMCG sector and the middle class's dollar-linked lifestyle. Plus, TCS Q1 results with a ₹12 dividend, SBI Funds Management's ₹11,693 crore IPO, Marico's FY27 revenue target, and Maruti's service expansion plan.https://shorturl.at/gM97lHow to Use Artificial Intelligence for Investing - Combo of 5 ebooks00:00 Start00:50 Oil Prices Fall on Easing Escalation Fears06:13 China's Factory Prices Quicken08:08 IMF Engages with Fed10:12 Hormuz & Iran War Impact on India12:21 India's Dollar-Linked Middle Class14:39 El Nino Threatens FMCG Demand16:36 India's E-commerce to Hit $250B18:57 SBI Funds Management ₹11,693 Cr IPO20:47 Marico Eyes ₹15,000 Cr Revenue22:33 TCS Q1 PAT Declines 2.7pc24:28 Maruti Suzuki to Add 500 Service Points

#stockmarket #finance #investing #marutisuzuki #tatamotors #mahindra #olaelectric #gstcollections #pmi #powerdemand #byd #anthropic #ipo #spacex #businessnewsCatch today's top market updates! Anthropic files for a massive US IPO while SpaceX's mega-IPO nears listing. BYD breaks its longest sales decline streak. In India, May GST collections grow 3.2% to ₹1.94 lakh crore, and Manufacturing PMI hits a 3-month high. Plus, record-breaking May auto sales from Maruti Suzuki, Tata Motors, Mahindra, and Ola Electric!https://shorturl.at/gM97lHow to Use Artificial Intelligence for Investing - Combo of 5 ebooks00:00 Start01:23 BYD Snaps Sales Decline03:03 Anthropic Files for U.S. IPO05:35 May GST Collections Rise07:16 Manufacturing PMI Strengthens09:44 Power Consumption Jumps11:03 Tata Motors PV numbers12:07 Maruti Suzuki Breaks Sales Record13:12 Mahindra Auto Sales13:51 Ola Electric Deliveries15:10 Lessons From “The Psychology of Money”

A crucial day for domestic data points! While the benchmark index faced selling pressure, India's economic engine showed steady ground with gross GST collections matching expectations. Join us as we analyze Maruti Suzuki's historic sales peak alongside robust SUV volumes from Mahindra. We also discuss why analysts are projecting a near-term moderation in auto growth. Get the briefing here.

A crucial day for domestic data points! While the benchmark index faced selling pressure, India's economic engine showed steady ground with gross GST collections matching expectations. Join us as we analyze Maruti Suzuki's historic sales peak alongside robust SUV volumes from Mahindra. We also discuss why analysts are projecting a near-term moderation in auto growth. Get the briefing here.

A crucial day for domestic data points! While the benchmark index faced selling pressure, India's economic engine showed steady ground with gross GST collections matching expectations. Join us as we analyze Maruti Suzuki's historic sales peak alongside robust SUV volumes from Mahindra. We also discuss why analysts are projecting a near-term moderation in auto growth. Get the briefing here.

Gestamp: El Gigante Familiar que Cotiza en Bolsa y Lidera la Revolución del Acero Verde En el último especial de AutoFM, hemos profundizado en una de las facetas más complejas y, a la vez, fascinantes de Gestamp: su estructura financiera y su compromiso con la sostenibilidad. ¿Cómo una empresa nacida en una oficina con una Vespa se convierte en una cotizada global sin perder su esencia familiar? ¿Cómo están liderando la descarbonización real de la industria? La salida a Bolsa (2017): Un paso estratégico para el largo plazo Muchos piensan que una empresa sale a bolsa solo para "hacerse rica". En Gestamp, el motivo fue puramente estratégico. La industria de la automoción requiere inversiones gigantescas en I+D y nuevas plantas para acompañar a los fabricantes en horizontes de tiempo de 10 o 15 años. Solidez Financiera: Salir a bolsa en 2017 proporcionó la solidez necesaria para sostener una expansión tecnológica sin precedentes. ADN Familiar: A pesar de estar en el mercado de capitales, la familia Riberas mantiene casi el 80% de la propiedad. Esto les permite combinar la disciplina y transparencia que exige el mercado con la visión a largo plazo de una empresa familiar. "Automoción es sinónimo de futuro, siempre vamos adelantándonos a nuestro tiempo", comentaban en la mesa. ESG: De la "Moda" a la palanca competitiva Mientras algunas empresas hacen "toreo de salón" con el marketing verde, en Gestamp la sostenibilidad (ESG) está integrada en el propio proceso productivo. Eficiencia como Norma: La automoción siempre ha estado obsesionada con la eficiencia. Gestamp fabrica tradicionalmente cerca de las plantas de sus clientes para reducir el transporte y, por ende, las emisiones. El Acero como "Oro": El acero es el material circular por excelencia. Se puede fundir y transformar mil veces sin perder sus propiedades. Gestamp ha logrado que los aceros actuales sean mucho más delgados pero infinitamente más resistentes que los de 1997, lo que permite bajar el peso del coche y mejorar su seguridad. El desafío de la descarbonización total (CO2 Neutro) La neutralidad de carbono no se consigue solo vendiendo coches eléctricos. La descarbonización real empieza mucho antes de que las ruedas pisen la calle: Materia prima descarbonizada: El acero "verde" es el gran objetivo. Gestamp trabaja con sus proveedores para que la fabricación de la materia prima se realice con procesos descarbonizados y energías limpias. Operaciones eficientes: Han reducido drásticamente la energía necesaria para producir acero de primera calidad, optimizando cada horno y cada prensa. Economía circular: Gescrap y el valor de la chatarra En Gestamp, la palabra "chatarra" ya no es un residuo estigmatizado; es una materia prima de altísimo valor. Adquisición de Gescrap (2023): Gestamp adquirió una participación mayoritaria en esta compañía especializada en la recogida y clasificación de chatarra. Esto cierra el círculo: recogen el material sobrante de sus operaciones, lo clasifican y lo devuelven a la cadena para convertirlo nuevamente en acero bajo en emisiones. Colaboración con aceristas: Al controlar la calidad de su propia chatarra, pueden colaborar directamente con los productores de acero para crear circuitos cerrados de reciclaje. Deconstruir para Innovar: El papel de CESVIMAP La sostenibilidad también implica pensar en qué pasa cuando el coche llega al desguace. Ingeniería inversa: Los fabricantes son expertos en montar coches, pero no tanto en desmontarlos. Gestamp colabora con CESVIMAP (Mapfre) para ayudar a los fabricantes a "deconstruir" sus vehículos. Recuperación de valor: Gracias a este conocimiento, se pueden recuperar piezas, darles un segundo ciclo de vida y entender cómo separar materiales (aluminio, acero, composites) para que el 100% sea reciclable. Expansión internacional: El estándar global Gestamp Gestamp nació internacionalizada a través de adquisiciones estratégicas (Hardtech en Suecia para el Hot Stamping o Edscha en Alemania para mecanismos). Hoy están en 24 países con 115 plantas. La Fábrica "Invisible": Una de las grandes fortalezas es su excelencia operacional. Si entras en una planta de Gestamp en China, México o Alemania, no sabrías en qué país estás. El estándar de calidad, tecnología y limpieza es idéntico a nivel mundial. Crecimiento en India: Siguiendo a clientes como Skoda o Maruti Suzuki, Gestamp se ha consolidado en la India, un mercado que señalan como clave para el futuro inmediato de la automoción. Gestamp es el ejemplo perfecto de cómo una empresa puede ser un gigante bursátil sin perder sus valores de austeridad y esfuerzo. Su apuesta por la economía circular y la descarbonización no es un añadido ético, sino el motor que los hace competitivos. Escucha el episodio entero aquí: https://go.ivoox.com/rf/173327829 Escúchanos en: www.podcastmotor.es Twitter: @AutoFmRadio Instagram: @autofmpodcast Twitch: AutoFMPodcast Youtube: @AutoFM Contacto: info@autofm.es

What if your dream car wasn't as far away as you thought?In this episode, Gaurav Arora sits down with Hardeep Singh Brar, CEO of BMW India and the man who built Kia India from scratch into one of the fastest growing car brands in the country, for a conversation that goes far beyond cars.From being part of the team that bet ₹1 billion on Kia before a single car was sold, to now leading the most iconic luxury car brand in India, Hardeep opens up about the failures nobody talks about, the mindset shifts that changed everything, and why India's relationship with money, ambition and luxury is changing faster than anyone expected.Whether you're thinking about buying your first car, your dream car, or just want to understand where India's economy is really headed, this one's for you.In this episode:- How Kia went from zero to 6% market share in under 4 years- Why Indians under 30 are buying BMWs and not feeling guilty about it- The real cost of owning a BMW in India in 2025- How to own a BMW for ₹25,000 EMI- EV vs petrol: BMW CEO settles it once and for all- The truth about EV range, charging infrastructure and residual value in India- What BMW's 21% EV penetration means for India's car market- Leadership lessons from Maruti to Kia to BMW- Why Hardeep says "you cannot chase numbers by chasing numbers"- The one quote that defines how he leads and livesChapters:00:00 Kia vs BMW Challenge00:23 Luxury Buyers Mindset01:16 Kia Launch Breakthrough03:22 BMW Experience Bar05:10 Handling Tough Customers07:12 Trust Based Selling09:24 New India YOLO Shift13:04 Hard Lessons Learned15:44 Identity Beyond Titles17:27 Kia India Growth Playbook22:53 Execution Culture Shift24:15 Managing Alignment Globally25:18 Stop Chasing Numbers26:18 Showroom Need Analysis27:48 Never Underestimate Buyers29:03 Value Meets Premium31:51 Hidden Needs Vision33:47 Brand Pulls Premium35:12 India EV Inflection38:42 Product Beats Infrastructure40:09 Leadership Pull Strategy41:36 Legacy And Dream CarAbout Hardeep Singh Brar:Hardeep Singh Brar is the CEO of BMW India. He previously served as the Managing Director of Kia India, where he led the brand from its India launch to becoming one of the country's fastest growing automobile companies. He has also held leadership roles at Maruti Suzuki, Nissan India and Great Wall Motors.#BMWIndia #HardeepSinghBrar #BMWIndiaCEO #KiaIndia #LuxuryCars #EVIndia #ElectricVehiclesIndia #IndianCarMarket #BMWElectric #CarBuyingIndia #LeadershipIndia #GauravArora #PodcastIndia #BusinessPodcastIndia #IndiaGrowthStory

Promo Code: RED (60% Discount on Model Portfolios)Plz visit: https://investyadnya.inhttps://shorturl.at/gM97lHow to Use Artificial Intelligence for Investing - Combo of 5 ebooksIn today's stock market update, we cover the biggest global and Indian market-moving stories. Big Tech's AI spending race is heating up as investments approach massive levels, raising questions about returns. In a surprising global move, UAE signals exit from OPEC, potentially impacting oil markets. Back home, industrial growth shows signs of slowing, while the government pushes ahead with a new critical mineral parks plan to boost supply chains.On the earnings front, Eternal, Maruti Suzuki, and CEAT deliver strong Q4FY26 results with notable growth in revenue and profitability. We break down what these results mean for investors. Stay till the end for a surprising “Believe it or Not” segment that might change how you look at the markets!#stockmarketnews #ai #bigtech #opec #uae #indianeconomy #q4results #marutisuzuki #ceat #eternal #investing #sharemarket #marketupdate #financenews 00:00 Start00:55 Big Tech AI Spending04:18 UAE Exits OPEC07:33 Industrial Growth Slows10:20 Critical Mineral Parks Plan12:25 Eternal Q4FY26 Results15:11 Maruti Suzuki Q4FY26 Results17:35 CEAT Q4FY26 Results18:58 Believe it or not!

In this episode of IPS Finance, we analyze the sharp rise in crude oil prices and whether it could lead to disruptions like flight cancellations and broader economic impact. The discussion also breaks down the latest results from Maruti Suzuki and Zomato, where one delivered a negative outcome while the other posted positive results. A quick and insightful analysis to help investors understand market reactions and make informed decisions.

Toyota has quietly worked its way up the sales charts over the past few years, helped largely by Maruti Suzuki-sourced models. However, there's a lot more in the pipeline from Toyota. On this episode of the Autocar Deep Drive Podcast powered by Kotak Mahindra Prime, Hormazd Sorabjee - Editor, Autocar India - and Ketan Thakkar - Editor, Autocar Professional - discuss the products and strategy that will drive Toyota's future growth in India.  

#stockmarketindia #financenews #investingindia #nvidiastock #marvell #gstcollection #autosales #marutisuzuki #tatamotors #olaelectric #iredashare #coalindia #nifty50 #bse #marketnews Get today's top stock market and financial updates! We cover Nvidia's massive $2 billion strategic investment in Marvell for AI infrastructure. Plus, India's gross GST collection crosses a record ₹2 lakh crore for March, and we break down the robust March 2026 auto sales data featuring Maruti Suzuki, Tata Motors, and a surge in EV registrations. https://shorturl.at/gM97lHow to Use Artificial Intelligence for Investing - Combo of 5 ebooks00:00 Start00:13 Nvidia Invests in Marvell02:39 Record March GST Collection05:10 March 2026 Auto Sales12:11 Coal India Q4 Update13:28 IREDA Q4 Update14:48 Lessons From “The Psychology of Money”

 Maruti Suzuki has finally entered the EV race with the e Vitara. Hormazd Sorabjee - Editor, Autocar India - and Sergius Barretto - Managing Editor, Autocar India - discuss the product and what it means for Maruti Suzuki and the EV segment on this episode of the Autocar Deep Drive Podcast. 

In this final episode of our conversation with Mr. R.C. Bhargava, Chairman, Maruti Suzuki, we explore what truly drives manufacturing success - government reform or company-level action.

On Episode 808 of The Core Report, financial journalist Govindraj Ethiraj talks to Ranjeet Mahtani, Partner at Dhruva Advisors as well as Dr Tapan Sahoo, Executive Officer – Digital Enterprise at Maruti Suzuki.SHOW NOTES(00:00) Stories of the day(01:00) Stocks are back in unsure territory(02:43) Indian IT companies are going all out to protect client relationships and stay relevant(03:51) Exporters have one more duty to worry about and this time it as at home(12:21) How Maruti leans on India's innovation ecosystem to drive technology changesRegister for India Finance and Innovation Forum 2026https://tinyurl.com/IFIFCOREFor more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube⁠⁠⁠⁠⁠

#stockmarket #nifty #sensex #investing #trading #finance #breakingnews #usfed #iipdata #q3results #bel #lt #marutisuzuki #tvsmotor #starhealthhttps://shorturl.at/gM97lHow to Use Artificial Intelligence for Investing - Combo of 5 ebooksThe US Fed kept rates unchanged to assess sticky inflation, halting its rate-cut streak. India's industrial growth (IIP) hit a 2-year high of 7.8% in December. Corporate earnings were mixed: BEL and TVS Motor posted record numbers, while L&T and Star Health missed estimates due to labour costs and underwriting losses. Maruti Suzuki saw a 29% revenue jump, and ACC reported record sales volumes despite a profit slump.00:00 Start00:38 US Fed Decision 03:29 India IIP Hits 2-Year High05:20 BEL Q3 Earnings Beat07:09 ACC Q3 Profit Slumps 63pc08:58 L&T Misses Estimates11:30 Maruti Suzuki Revenue Jumps 29pc12:54 TVS Motor Record Q3 Profit14:57 Star Health Profit Falls16:17 Believe it or not

In this episode of Imperfect Show Finance, market expert V. Nagappan analyzes the latest IIP data, which has touched a 26-month high, and explains whether this strong industrial growth is a positive signal for the Indian stock market. The discussion also covers key highlights from the Q3 results of Maruti Suzuki and Bharat Electronics, breaking down what the numbers reveal about demand, margins, and future growth prospects in the automobile and defence sectors. In addition, the episode looks at gold and silver hitting new all-time highs (ATH), exploring the reasons behind the rally and what it means for investors. By connecting economic data, corporate earnings, and commodity trends, this video offers clear insights to help viewers understand current market conditions and make informed investment decisions.

In this podcast with Vivek Srivatsa, Chief Commercial Officer at Tata Passenger Electric Mobility, we dive deep into the real life of a high-ranking executive in the Indian automotive industry. From early years at Maruti Suzuki, to Renault and then 10 years at Tata Motors we talk about the career graph, decisions, pressure, and vision that shape a company at scale.Speaking to editor Sirish Chandran, Vivek dives into his career journey across the industry, what he learned at each stage, and how those experiences helped him rise through the ranks and take on leadership roles at Tata Motors during one of the most pivotal eras in the brand's history.Vivek takes us through the behind-the-scenes reality of:✅ Sunsetting iconic models like the Nano, Indica, Safari and Hexa✅ Reviving legendary nameplates like the Safari and the Sierra✅ Being part of the team that launched the Nexon, and witnessing its breakthrough success✅ Being on the team that kicked off Tata's electric journey, and shaping the early EV business strategy✅ Where Tata Motors goes next — and how India's EV market will evolveThis is a powerful conversation on leadership, execution, product strategy, career growth, and the future of mobility in India.

 There's been a spurt of activity in the mid-size SUV segment with the arrival of the new Tata Sierra, second-gen Kia Seltos and Maruti Suzuki e Vitara, and there are even more models coming soon. What's driving the craze for mid-size SUVs and which carmakers readying their own challengers in the segment? Hormazd Sorabjee - Editor, Autocar India - and Ketan Thakkar - Editor, Autocar Professional - discuss on the Autocar Deep Drive Podcast powered by Kotak Mahindra Prime.  

1.India among nations hit as Mexico raises import duties up to 50% On December 10, Mexico's Senate approved tariff hikes of up to 50% next year on imports from China and several other Asian countries, aiming to bolster local industry despite opposition from business groups and affected governments. The proposal, passed earlier by the lower house, will raise or impose new duties of up to 50% from 2026 on certain goods such as autos, auto parts, textiles, clothing, plastics and steel from countries without trade deals with Mexico, including China, India, South Korea, Thailand and Indonesia. The majority of products will see tariffs of up to 35%. The import duty on cars will rise to 50 per cent from 20 per cent, dealing a significant blow to India's largest vehicle exporters to Mexico including Volkswagen, Hyundai, Nissan and Maruti Suzuki. 2.Microsoft deepens India bet with AI tie-ups and 200,000 Copilot licenses across top IT firms, and CEO Satya Nadella develops his own cricket app  Microsoft Chairman and CEO Satya Nadella has announced partnerships with four Indian IT companies — Cognizant, Infosys, TCS, and Wipro. Each company will deploy over 50,000 Microsoft Copilot licenses, collectively surpassing 200,000 licenses, and setting a new benchmark for enterprise-scale AI adoption. On a side note, Satya Nadella, a die-hard cricket fan, has been spending his free time coding and designing his own app that he used to analyze the centuries-old game. He talked about combining two of his passions when he designed a Deep Research AI app over Thanksgiving. He then used it to select a team of all-time greats in Indian test cricket, for starters. “The system produced consensus areas, debates, reasoning chains, everything. It was fantastic,” Nadella said during a company event in Bangalore. “I wanted to get a job on the Copilot team.” Nadella is meeting business and political leaders in India this week.  3.IndiGo to give travel vouchers worth ₹10,000 to affected passengers  IndiGo on Thursday said it will offer travel vouchers worth ₹10,000 to passengers impacted by flight disruption on December 3-5. These can be used for any future IndiGo flight in 12 months. The travel vouchers will be in addition to compensation payable under government norms. Directorate General of Civil Aviation norms require airlines to pay compensation of ₹,5000-10,000 to passengers whose flights are cancelled within 24 hours of departure time.  The announcement comes a day after Delhi High Court asked why the airline was not paying compensation. The court also questioned the government for its failure to prevent the chaos. 4.Prada to launch ‘Made in India' Kolhapuri chappals after backlash Prada will make a limited-edition collection of Kolhapuri chappals in India inspired by India's traditional footwear -Kolhapuri sandals, selling each pair at around  $930(₹84,000), turning a backlash over cultural appropriation into a collaboration with Indian artisans. The Italian luxury group plans to make 2,000 pairs of Kolhapuri chappals in the regions of Maharashtra and Karnataka under a deal with two state-backed cooperative bodies.

Stay updated with key highlights from the stock market on November 3, 2025. In this video, we cover major topics including the Trump–Xi G2 Meeting and its impact on U.S.–China relations, Powell's $29.4 billion Fed liquidity injection, China's end to gold VAT exemption, and the India–U.S. 10-year Defence Framework. Also, get the latest on GST collections hitting ₹1.96 Lakh Cr in October and detailed Q2 FY26 results from leading companies such as Maruti Suzuki, Dr Lal PathLabs, BEL, RR Kabel, Shriram Finance, Aptus Value Housing, ACC, JK Cement, CDSL, Netweb Technologies, and SBFC Finance.#StockMarketNews #IndianStockMarket #USChinaRelations #TrumpXiMeeting #FedLiquidityInjection #GSTCollections #QuarterlyResults #MarutiSuzuki #DrLalPathLabs #BEL #ShriramFinance #InvestmentUpdate #EconomicNews #MarketAnalysis #Q2Results #InvestSmart00:00 Start00:31 Trump–Xi ‘G2 Meeting' and U.S.–China Relations05:24 Powell's $29.4 B Fed Liquidity Injection06:56 China Ends Gold VAT Exemption07:57 India–U.S. 10-Year Defence Framework09:43 GST Collections Hit ₹1.96 Lakh Cr in Oct 202510:22 Maruti Suzuki Q2 FY26 Results12:10 Dr Lal PathLabs Q2 FY26 Results13:01 BEL Q2 FY26 Results13:49 RR Kabel Q2 FY26 Results14:46 Shriram Finance Q2 FY26 Results15:58 Aptus Value Housing Q2 FY26 Results17:21 ACC Q2 FY26 Results19:01 JK Cement Q2 FY26 Results19:37 CDSL Q2 FY26 Results20:42 Netweb Technologies Q2 FY26 Results21:42 SBFC Finance Q2 FY26 Results

Details of Maruti Suzuki's small hybrid car, Starlink's litmus test to comply with local laws ahead of launch, EU trade deal closer minus CBAM, and the sweet spot for real estate consumers. Also inside: our reporters' interviews with DP Singh, Deputy MD and Joint CEO of SBI Mutual Fund and Navneet Munot, Managing Director and CEO of HDFC Asset Management Company, and data stories from politics to economics. Tune in for all this and more in today's edition of Moneycontrol Editor's Picks.

In this episode of The General Counsel Series, powered by  ⁨@zohosign⁩  , Jenna Krishnan sits down with Manjaree Chowdhary, General Counsel and Chief Compliance Officer of Maruti Suzuki and former GC at General Electric, to trace an extraordinary 37-year journey across academia, global industry, and leadership. From starting her career as a professor of English literature to becoming one of India's most respected in-house counsels, Manjari's story is one of courage, curiosity, and continuous growth. She shares her insights on: Navigating career transitions with grace and conviction The art of managing risk, reputation, and relationships Building empathy and credibility as a legal leader Women in leadership and the importance of perspective Embracing technology to simplify work Whether you're a law student, young lawyer, or a corporate leader, this conversation is filled with wisdom, humour, and real-world lessons on resilience and reinvention. Listen to more episodes of The General Counsel Series - where India's top GCs share what it takes to lead with both head and heart. Also available on: Spotify | Apple Podcasts | Google Podcasts | Amazon Music About Zoho Sign This series is powered by Zoho Sign - a comprehensive digital e-signature solution built for Indian businesses. Learn more or book a demo: https://www.zoho.com/en-in/sign/ Connect with us: Contact: contact@thedailylawyer.in Website: https://thedailylawyer.in/ Instagram: https://www.instagram.com/thedailylawyerig/?hl=en LinkedIn: https://www.linkedin.com/in/jenna-v-krishnan/ Connect with Zoho Sign: Instagram: https://www.instagram.com/zohosignofficial/?hl=en X: https://x.com/ZohoSign?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor LinkedIn: https://www.linkedin.com/company/zohosign/ YouTube: https://www.youtube.com/@zohosign Explore: https://www.zoho.com/en-in/sign/ #TheDailyLawyer #ZohoSign #GeneralCounselSeries #LegalLeadership #InHouseCounsel #LegalPodcast #WomenInLaw #LawAndLife #LegalTech #JennaKrishnan #ManjareeChowdhary

 The Victoris is not only the latest midsized SUV to go on sale in India but also Maruti Suzuki's second offering in the segment; it will sell alongside the Grand Vitara. What is the carmaker's gameplan? Hormazd Sorabjee - Editor, Autocar India - and Sergius Barretto - Managing Editor, Autocar India - discuss in this episode of the Autocar Deep Drive Podcast powered by Kotak Mahindra Prime.  

#StockMarket #IndiaStockMarket #DailyMarketNews #GST #AutoNews #GoldPrice #USJobsReport #FederalReserveSign up for Pune Sessionhttps://shop.investyadnya.in/pages/event-enquiry-formStay informed with your daily dose of market intelligence! This video covers the crucial news impacting the stock market, providing insights for investors and traders.Key Market Movers:US Jobs Report & Treasury Yields: Discover how weaker-than-expected US jobs data sent 10-year Treasury yields to their lowest since April, signaling a potential Fed rate cut. Understand the implications for global markets.GST Impact on Consumption & Autos: Get the latest on how the GST restructuring is expected to boost consumption in India. Learn about the significant price reductions announced by auto manufacturers like Hyundai, Tata Motors, Maruti Suzuki, and Mahindra & Mahindra, making vehicles more affordable. We break down the new GST rates.India Inc. Growth & Profitability: Explore Crisil's forecast for India Inc.'s revenue growth this fiscal, driven by GST cuts, and the potential impact on profit margins.E-commerce & Delivery Costs: Understand the implications of the new 18% GST on delivery services for platforms like Zomato, Swiggy, and Blinkit. Will your orders cost more?Gold Price Surge: See why gold prices are hitting record highs, supported by Fed rate cut buzz and safe-haven demand.REITs & InvITs Growth: Learn about the booming Indian REITs and InvITs market, with assets under management projected to reach ₹25 trillion by 2030.India-EU Trade Talks: Get an update on the ongoing negotiations for a Free Trade Agreement between India and the European Union.Vedanta vs. Adani: Find out who outbid whom in the race to acquire Jaiprakash Associates.Amber Enterprises Fundraising: Details on Amber Enterprises raising ₹1,200 crore for its subsidiary.Trump's Trade Stance: Understand the potential impact of Trump's views on US IT outsourcing to India and his tariff policies.China's Gold Reserves: China's central bank continues its gold accumulation.00:00 Start01:11 Weaker than expected US jobs report03:51 Gold ATH05:10 Falling oil prices06:12 Japan PM resigned07:23 Spurt in consumption to meet fiscal deficit target08:23 Trump may block US IT outsourcing to India10:54 India Inc revenue to grow 7% this fiscal11:36 India's REITs, InvITs AUM cross ₹9 lakh crore12:54 India, EU advance talks on trade agreement14:15 Indian stock market this week15:10 Zomato, Swiggy, Blinkit orders likely to cost more15:48 Auto cos announce massive price reductions17:01 Vedanta beats Adani for acquisition of Jaiprakash Associates18:21 Amber Enterprises raising ₹1,200 crore19:51 Knowledge SectionComplete Fundamental Stock Analysis Tool - Stock-o-meter:https://investyadnya.in/stock-o-meterResearch Based Ready-made Model Portfolios:https://investyadnya.in/model-portfolios

Catch exclusive interviews with Larsen & Toubro chairman S N Subrahmanyan, Ola Electric founder Bhavish Aggarwal and Maruti Suzuki chairman R C Bhargava as the executives speak on a range of issues from private capex revival  to GST reforms. We also have a 360 degree analysis of the GST overhaul if it were to be implemented - the benefits and challenges as well as a roundup of expert views on the topic. Listen to this episode of Moneycontrol Editor's Picks for the latest in business, finance, policy and the political economy. 

In this episode, we sit down with Sriram P H, the Co-Founder & CEO of DaveAI, a groundbreaking AI-driven sales augmentation platform. Sriram shares his incredible entrepreneurial journey, starting from his childhood in a tea estate to his early ventures, including an omni-channel pet store, and the pivotal moments that led to the creation of DaveAI.We dive deep into the technology behind DaveAI, exploring their patented "Empathetic AI," the powerful GRYD platform, and how they leverage Small Language Models (SLMs) to create hyper-personalized sales experiences. Sriram discusses their go-to-market strategy, focusing on the automotive, retail, and BFSI sectors, and shares insights from working with major brands like Maruti Suzuki and Karnataka Bank.Finally, Sriram offers his perspective on the rapid pace of innovation in the AI industry and provides invaluable advice for new-age entrepreneurs.Chapters(00:00) - Introduction(00:36) - Sriram's Background & Early Career(02:29) - The Spark of Entrepreneurship(04:42) - First Venture: The Omni-Channel Pet Store(05:56) - The Genesis of SocioGraph(09:35) - The Pivot to DaveAI(12:44) - The Premise Behind DaveAI(17:24) - Target Industries & Use Cases(19:48) - The Patented AI Stack & "GRYD" Platform(26:04) - Keeping Up with the Pace of AI Innovation(30:34) - The Future of DaveAI: Deep Dive into Mobility(35:41) - The Power of Small Language Models (SLMs)(40:34) - Advice for New-Age Entrepreneurs(44:51) - Final Thoughts

Rare-earth magnets, made from elements like neodymium and praseodymium, are essential to EV motors. But nearly all of them come from China. And since April, not a single shipment has arrived. Maruti Suzuki has already slashed production. TVS and Bajaj are counting down to a July deadline. Others, like Mahindra and Omega Seiki, saw this coming and started building workarounds.This isn't just a supply chain issue. It's a geopolitical move. China controls over 90% of rare-earth processing and has tightened export rules, stalling approvals to countries like India. Now, even importing magnets requires a bureaucratic maze of guarantees, embassy sign-offs, and unanswered emails.How are Indian EV makers are coping? Tune in to find out. Want to attend The Ken's next event—How AI is Breaking and Remaking the Way Products are Built?

In today's top stories: Flipkart slashes cash burn ahead of IPO, discount brokers lose nearly 10 lakh clients, Maruti Suzuki proposes Japan-style Kei cars, and India eyes a bigger role in Apple's global supply chain. Plus, market resilience post-Trump tariffs, soaring gold prices, RBI's accounting critique, and a thorny tale of rose exports. Tune in.

In today's episode of Market Minutes, Vaibhavi Ranjan breaks down the key market trends for March 3. After a sharp sell-off wiped out nearly Rs 8.8 lakh crore in market capitalization on Friday, Indian equities look poised for a mild recovery, with GIFT Nifty signaling a positive start. Will this rebound hold, or is more downside ahead? Meanwhile, auto stocks like Tata Motors, Maruti Suzuki, and M&M are in focus as investors react to monthly sales data, while IT stocks remain under pressure amid global slowdown fears. In the Voice of the Day segment, we're joined by Shrikant Chouhan of Kotak Securities who is here to share his views on whether the markets have hit a bottom. Stay tuned for expert insights, stock updates, and all the market buzz!

In this episode of Market Minutes, Zoya Springwala talks about the key factors to watch out for today before the domestic market opens. The index has now entered its second week of consolidation, and current indicators suggest that this trend is likely to persist. Also, catch Rajesh Palviya of Axis Securities on the Voice of the Day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, key data points, and developing trends.

In this daily series, we bring you a comprehensive stock market roundup and the latest finance news. Whether you're a seasoned investor or just starting, economist Nagappan provides clear, insightful answers to all your stock market and share-related questions.

In this episode of Market Minutes, Lovisha Darad talks about key events that investors will eye on October 30. On a Nifty expiry day, markets will continue to react to India Inc's Q2 results. Companies such as Maruti Suzuki India, Marico, Voltas – all reported Q2 results. Some of the companies that will report Q2 results today include L&T, Tata Power, P&G Health and Hygiene, Dabur, among others. Also, catch Divam Sharma of Green Portfolio on Voice of the Day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, key data points, and developing trends.

Marketbuzz Podcast: Indian markets may see a subdued start according to the GIFT Nifty. Watch out for stocks like ICICI Bank, Maruti Suzuki and Marico.

Since 2021, Toyota and Maruti have been engaged in somewhat of a marriage of convenience. The terms were pretty simple. Toyota would share its hybrid technology with Maruti Suzuki. In exchange, Toyota would get to re-enter the pocket-friendly segment. So what this meant was that the non-premium Toyota cars sold were actually built by Maruti. And the fully hybrid cars sold under the Maruti label were built by Toyota. This arrangement has worked well for both companies for multiple reasons. The biggest of which is the growing popularity of hybrid vehicles in India in the recent past. But in the process, EV makers seem to be losing big time. Tune in.P.S. While you are here, why don't you check out the latest episode of The First Two Years, The Ken's early careers podcast. It's a good one! Akshaya talks about how to network without seeming desperate. Check it out here. Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Tune into this 8th episode of a 10-part series, "Designer's Digest” with Akanksha Sethi. This series is in partnership with @godrejdesignlab. Designer's Digest series is about Design as a profession, its daily grind, the secrets to climbing the design career ladder, and what edge we'll need to thrive in the captivating design world. Starting with a few numbers collected from SIAM, (Society of Indian Automobile Manufactures) and the Federation of Automobile Dealers Associations (FADA) Over 4.4 million vehicles were produced in India in 2022-23. We've around 10 Big players in the Automobile industry, Maruti Suzuki, Hyundai Motor India, Mahindra & Mahindra, Tata Motors, Honda Cars India, Toyota Kirloskar Motor, Renault India, MG Motor India, Hero MotoCorp, Bajaj Auto. India ranks as the fourth-largest passenger vehicle market worldwide. 1.2% of cars sold in India were EVs. However, as per ETAuto, EV sales are rapidly growing, with a 230% increase. The Indian government aims to achieve 30% EV penetration by 2030 through various initiatives and policies. To discuss all this and Automobile Design as a career in India... Akanksha Sethi joins us. Akanksha has been a Colors, Materials, and Finish Design, Group lead at Maruti Suzuki for the past 13 years. She did her Bachelor of Design from the National Institute of Fashion Technology. Before joining Maruti Suzuki, she had worked at Amrapali Jewels and Titian Industries.   Questions Who is an automobile designer? What are the sub-disciplines within it? You deal with Colors, Material, and Finish. Tell us more about it. What do you do when it deals with CMF? How does one grow in a career in automobile design? Can you describe the career ladder for automobile designers in India? What are the typical milestones, changes of responsibilities, and challenges at each stage? What is the difference when they say, “Manufactured in India” versus “Assembled in India”? How and where do designers from India fit in this setup? What goes when collaboration happens - Suzuki + Maruti or Hero and Honda? What are some of the most iconic or impactful car colors or materials and finishes you've been part of in your career? What makes them special? What defines the success of a good color for a car? How do we define a good, reliable, and safe material? What are checks and tests done to test materials? How have the skills required for automobile design changed after liberalization (1990)? Or maybe when Maruti 800 came on the market in 1983? What new skills are becoming increasingly important, especially in the context of electric vehicles and sustainable technologies when we talk about CMF? What are the major trends and challenges that are shaping and will shape the industry in the coming decades when it comes to CMF? In this 10-part series, I have 4 woman designers and you are one of them. As per the D'Source repository, only 2 women designers out of 19 Automotive designers in India. Can you talk a little bit about gender diversity within the automobile design industry? What unique challenges have you faced being a Women Designer in the Automobile / Man's world? What advice would you like to give young designers entering the Automobile Design world?   Reference reading https://www.dsource.in/resource/history-automotive-design-india/top-automotive-designers-india/akanksha-sethi https://www.dsource.in/resource/history-automotive-design-india/automotive-design-schools-india https://www.dsource.in/resource/history-automotive-design-india/important-automobile-models/cars-designs https://www.dsource.in/sites/default/files/resource/history-automobile-design-india/downloads/file/history_automobile_design_india.pdf https://www.linkedin.com/in/akanksha-sethi-a7549723/?originalSubdomain=in https://www.siam.in/about-us.aspx?mpgid=1&pgidtrail=2 https://www.fada.in/

In this episode of Market Minutes, Zoya Springwala talks about the key factors to watch out for today before the domestic market opens. As the earnings season continues in full-force, analysts expect stock-specific action in the markets amid heightened volatility. Also, catch Avdhut Bagkar, Stoxbox on the Voice of the Day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, key data points, and developing trends.

In this episode of Market Minutes, Lovisha Darad discusses about what are the top factors to watch out on April 26 trade. Corporate earnings season will continue to grab limelight as Bajaj Finserv, SBI Life, Maruti Suzuki, and HCL Technologies are slated to report Q4 results. Apart from that, all eyes will be on market trends as US bond yields hit 5-month high. Also, Sonam Srivastava of Wright Research on Voice of the Day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, key data points, and developing trends.

20 years ago, the Congress Party took a drubbing in 3 state elections. The ‘India Shining' slogan of the NDA government had taken everyone by storm. Buoyed by their momentum, the ruling party decided to prepone General Elections by eight months. Yet in May 2004, the ultimate story was one of an absolute surprise. The Congress won the elections. In this episode, Carl Jaison speaks to Jayshree M Sundar, author of the book – ‘Don't Forget 2004' & who headed the agency that executed the marketing and advertising campaigns which dovetailed into the political strategy for the Congress party, bringing it back to power after a 9 year hiatus. In a very illustrious career, Jayshree Sundar has worked with clients like Cadbury, Maruti Suzuki, Gillette, Parker, Xerox among many others. During the period when she oversaw the agency pitch that won the rights to execute the advertising campaign of the Congress party, Jayshree was President (North region) of Leo Burnett. Currently, she teaches marketing courses at business schools all over India. Do check out Takshashila's public policy courses: https://school.takshashila.org.in/courses We are @‌IVMPodcasts on Facebook, Twitter, & Instagram. https://twitter.com/IVMPodcasts https://www.instagram.com/ivmpodcasts/?hl=en https://www.facebook.com/ivmpodcasts/ You can check out our website at https://shows.ivmpodcasts.com/featured Follow the show across platforms: Spotify, Google Podcasts, Apple Podcasts, JioSaavn, Gaana, Amazon Music Do share the word with your folks!See omnystudio.com/listener for privacy information.

In this episode we are celebrating the career to date of Gurpreet Singh. Gurpreet is the Founder at 3rd Eye Consulting in Dubai in the U.A.E.Born in India, he started his career in consumer electronics with LG before spending ten years in the Indian automotive market, first with Maruti Suzuki and then BMW. He seized an international opportunity to join Jaguar Land Rover in the UAE where he spent a further 7 and a half years until he left to start 3rd Eye.3rd Eye aims to be the MENA region's Agency of choice when it comes to Data Analytics, Business Intelligence, Media and CRO Services. They uncover insights that help clients take the meaningful decisions that matter most for their businesses. Their Tech partnerships with industry leading OEMs put them in the driving seat to bring cutting edge solutions and solve problems with the utmost efficiency. All this is done by a highly skilled, experienced and accomplished team who are on a mission to help their clients unlock the tremendous growth opportunities hidden beneath reams of data.I had the pleasure to first meet Gurpreet when I was in India around 10 years ago and we have kept in touch. I am grateful to him for sharing his life and career journey with me and look forward to hearing what resonates with you.Connect with Gurpreet on LinkedIn: Gurpreet Singh Email: gurpreet@3rdeye.aeWebsite: 3rd Eye Consulting Thank you to our sponsors: ASKE Consulting Email: hello@askeconsulting.co.ukAquilaeEmail: cvm@aquilae.co.ukEpisode Directory on Instagram @careerviewmirror If you enjoy listening to our guests career stories, please follow CAREER-VIEW MIRROR in your podcast app. Episode recorded on 23 November 2023.

In this episode of Market Minutes, Zoya Springwala talks about the key factors to watch out for today, from the impact of the state elections on the markets, Warburg Pincus' stake sale in CAMS, Maruti Suzuki production numbers to the global market set up. Also, catch Morgan Stanley's Ridham Desai on the Voice of the Day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, key data points, and developing trends.

In today's episode for 4th November 2023, we tell you about how Maruti Suzuki is going through a déjà vu moment. Talk to Ditto - https://bit.ly/45uvyDL

In this episode of Market Minutes, Sucheta Anchaliya talks about all the important factors to watch today developments: Maruti Suzuki, Infosys and HCL Tech Q2 numbers to global market setup. Also catch Sarvjeet Virk, Co-founder and MD, Finvasia in the Voice of the Day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, keys data points and developing trends

In this episode of Market Minutes, Shailaja Mohapatra talks about how strong job openings data caused selloff in US markets, how Indian markets are poised for the day and why HDFC Bank, Maruti Suzuki and Adani Enterprises should be on your radar today. Catch Devang Jhaveri of Dravyaniti LLP on Voice of the day segment. Market Minutes is a morning podcast that puts the spotlight on hot stocks, keys data points and developing trends.

Amazon might have a new challenger in town. TikTok, the global social media disruptor, is now entering the e-commerce realm, directly targeting Amazon's dominance in the US market. In other news, Maruti Suzuki, known for affordable four-wheelers, just launched its most expensive car priced at Rs 25 lakh. But what does this mean? Tune in to The Signal Daily to know more! The Signal Daily is produced in association with IVM.The episode was written, researched and produced by Anup, Sneha and ManaswiniEdited by Dinesh NarayananProduced by ManaswiniMastered and mixed by Manas and Nirvaan You can listen to this show and other awesome shows on the IVM Podcasts app on Android, iOS or any other podcast app. You can check out our website at https://ivmpodcasts.com/. Do follow IVM Podcasts on social media. We are @IVMPodcasts on Facebook, Twitter, & Instagram. Follow the show across platforms: Spotify, Google Podcasts, Apple Podcasts,  Amazon Prime Music.See omnystudio.com/listener for privacy information.