Presented By : Ravindra Joshi, Satyam Bangalore, India

Industry Session 1 3-June-2009 Wednesday
Presented By :
Ravindra Joshi,
Satyam Bangalore, India

IIndex d
Current world view
EExample l of f innovation
i ti
Overview of Improvement v/s innovation
Differences in Improvement v/s innovation
Innovation lifecycle
Brain – complementary roles
Mindmaps , example
Summary
Points to ponder
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Primary need of innovation : Products itself
newer features/characteristics – so as to better align with end
users’ requirements,
more environment friendly,
lleveraging i latest l technological h l i ladvances, d
more safe & reliable operation,
ease of installation; assembly; upgrade or replacement etc. etc
Secondary need of innovation : Process for products
differentiating g with competition, p
better packaging,
faster time‐to‐market,
attractive branding; promotion; advertising etc.
HHowever , above b are IImprovements, not IInnovation i !
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Live , stationary
Theater,
operas
&
concerts
Remote, still limited
movement
Vacuum tube
Radio,
GGramophone h
record player
Transistor
radio,
magnetic
tapeplayers
Remote Remote, movable freely
minicassette
players,
mini-disc,
CD players p y
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MP3 USB
player,
Go-Gear
Walkman

Improvement Innovation
survival strategy market leadership/thriving strategy
exploit existing technology explore new technology
low uncertainty High uncertainty
focus on cost or feature improvements in focus on products, process or services
existing product, process or services with unprecedented performance
features
Evolutionary approach –next level needs Revolutionary approach ‐
earlier level to build on leapfrogging/quantum shifts
improve competitiveness within current
market or industries
create a dynamic change to transform
existing markets or industries, or creates
new ones
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Incremental Radical
Emphasis Cost or feature improvements in Development of new businesses, products
existing products, services, or and/or processes that transform the
processes
economies of a business
Technology Exploitation of existing technology Exploration of new technology
Prototyping Ironing out wrinkles near the end of Teaching the market about the new
the design phase technology and learning from the markets
how valuable that technology is in that
application arena
Trajectory Linear and continuous Sporadic and discontinuous
Business Case Detailed plan can be developed at Business model and plan evolves through
the beginning of the process discovery‐based learning
Idea Generation &
Occur at the front end; critical events Occur sporadically throughout the life cycle,
Opportunity Recognition are largely anticipated
often in response to discontinuities in the
project trajectory
Key Players Formal cross‐functional teams Cross‐functional individuals, informal
networks
Process Formal, phase‐gate model Informal, flexible model at early stages due
to high uncertainties → formal at later
stages after uncertainties have been
reduced
Organizational Structures Cross‐functional project team Project starts in R&D → migrates into an
operates within a business unit incubating organization → transitions into a
goal‐driven project organization
Resources and competencies Standard resource allocation; the Creative acquisition of competencies and
team has all competencies required resources from a variety of internal and
to complete p the pprocess
external sources
Operating Unit Involvement Formal involvement from the very Informal at early stages → formal at later
beginning
stages
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successful
prototypes can
be taken up to
productization
proof‐of‐concepts, rapid
prototyping, sandboxes,
skunkworks
implementation
experimentation
Origination
Evaluation
Capture
brainstorming, mindmapping,
ideation sessions, suggestion
schemes, campaigns,
Structured lateral thinking
techniques like six‐thinking
hats etc
documented,
refined further
and
filed/classified/ta
gged
comparing potential of ideas with
expected outcome, few are
shortlisted
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LEFT BRAIN FUNCTIONS RIGHT BRAIN FUNCTIONS
uses logic uses feeling
detail oriented "big picture" oriented
facts rule imagination rules
words and language symbols and images
lfb left brain right h bbrain present and past present and future
dominates rational,
logical, incremental
thoughts
thoughts can only
proceed further
with a known
context, limits
applications to
certain boundaries
needs text &
alphabetical
notations for
capturing thoughts
Views world in
inspires ideas,
natural insights
can imagine
unknown entities,
not limited in any
frame of reference
uses pictures,
relations and
associations to
consolidate ideas
Visions world as
compartments, with whole common,
certain depth with ample breadth
linear thinking lateral thinking
math and science philosophy & religion
can comprehend can "get it" (i.e. meaning)
knowing believes
acknowledges appreciates
order/pattern
perception
spatial perception
knows object name knows object function
reality based fantasy based
forms strategies presents possibilities
practical impetuous
safe risk taking
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Mindmaps:
hhelps l us pull ll together h and d organize i all ll our thoughts h h for f any
theme
easy way ay to capture captu e as well e as ppresent ese t information o at o
a visual way of organizing ideas in a web like structure
perfectly correlate with the way our minds actually work ii.e. e
we do not think in lists or long essays; we think in images and
key themes, shapes and patterns - all connected one to
another
The originator of Mindmaps :Tony Buzan, author & an educational
consultant, propounded Mindmapping technique in year 1960.
Buzan developed Mindmapping whilst at University, out of the
frustration that traditional notes took up so much time to create
and review. He argued that Mindmaps are an efficient way to take
notes from lectures or books.
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This paper has attempted to demystify Innovation by
clearly differentiating between improvement over
existing v/s creating newer products. It outlines
bbriefly i fl th the role l of f llateral t l thi thinking ki as major j pillar ill to t
fueling innovation.
Mi Mindmapping d i can be b utilized tili d as an effectiveness ff ti tool t l
that can improve our ideation, and in turn contribute
to innovation.
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Currently many innovations are funded & leveraged for
purpose of maximizing business/financial benefits of
and for few. few Reason behind this paradigm is fixated on
amassing large quantities of material wealth – money,
land, gold etc
While we cannot deny or ignore necessity of material
wealth – we also need leverage Innovation much more
towards higher humane dimensions e.g.
green and clean earth,
health for all (esp. underprivileged),
literacy & employment for all (esp. developing nations in
Africa & Asia),
merging of national/regional/language boundaries towards
uniting humankind against terrorism & trade
protectionism and
Leaving an exciting future for our coming generations.
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Questions ??
ravindrabjoshi@gmail ravindrabjoshi@gmail.com com
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SPICE09-Ravindra Joshi on
Innovation