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Hyderabad, The prestigious Indian School of Business (<keyword id="6357276" type="COMPANY" weightage="20" keywordseo="isb">ISB</keyword>) has been ranked number one management institution in <keyword id="3658" type="LOCATION" weightage="20" keywordseo="India">India</keyword> and 44th globally as per the full-time MBA Ranking 2021 of The <keyword id="6365396" type="ORGANIZATION" weightage="20" keywordseo="economist">Economist</keyword>. The ranking surveyed alumni from <keyword id="705497" type="PERSON" weightage="20" keywordseo="Postgraduate-programme">Postgraduate Programme</keyword> (PGP) class of 2019 and students from the PGP class of 2020. The ISB has participated in 'The Economist' ranking for the first time. 'The Economist' has ranked the programmes on four broad categories: <keyword id="10638086" type="UNKNOWN" weightage="20" keywordseo="new-career-opportunities">new career opportunities</keyword>, personal development and educational experience, salary, and potential to network, with subsets in each category, the ISB said on Friday. Globally, ISB is ranked number two under 'open new career opportunities' parameter which includes diversity of recruiters, placement success, alumnus rating of career service; fifth in Australasia and seventh in 'alumnus rating of alumni effectiveness' parameter under the 'potential to network' category. Expressing happiness over the global ranking, ISB Dean Rajendra Srivastava said The Economist's ranking reiterates that the <keyword id="107736" type="ORGANIZATION" weightage="20" keywordseo="Business-school">business school</keyword> offers the best holistic education to its students and equips them to become future ready. "This global ranking is a clear testimony that ISB is at the forefront in offering the <keyword id="10638085" type="UNKNOWN" weightage="20" keywordseo="finest-management-education">finest management education</keyword> to its students and has the resources and expertise to convert challenges into new growth opportunities," he added. "ISB was one of the early business schools to realign and pivot its approach to the unprecedented Covid-19 crisis, and was fully geared up to meet the challenge. ISB will continue to tread new growth path which in turn, will augur well in redefining management education, both at the national and international levels," he said. ISB is a global business school offering world-class management education to professionals at its campuses at Hyderabad and Mohali. SEE ALSO: <a href="https://www.businessinsider.in/tech/news/youtube-starts-rolling-out-hashtag-landing-pages-heres-how-you-can-use-it/articleshow/80401578.cms">YouTube starts rolling out hashtag landing pages⁠— here’s how you can use it</a> <a href="https://www.businessinsider.in/stock-market/news/heres-how-indians-are-buying-tesla-facebook-and-apple-shares-through-brokerage-startups/articleshow/80403004.cms">Here’s how Indians are buying Tesla, Facebook, and Apple shares through brokerage startups</a> <a href="https://www.businessinsider.in/stock-market/news/how-to-check-allotment-status-of-indian-railway-finance-corporation-irfc-ipo/articleshow/80406208.cms">Indian Railway Finance Corporation IPO allotment: Here’s how to check share allotment status</a>

Indian School of Business ranked 1st in India, 44th globally as per MBA Ranking 2021 by The Economist

Ex-chairman of United Spirits Ltd, <keyword id="14678" type="PERSON" weightage="100" keywordseo="Vijay-Mallya">Vijay Mallya</keyword>, has been in news for all the wrong reasons recently. Firstly, it was him fleeing out of the country, and then deciding not to come back even for ED hearings. However, <keyword id="612463" type="UNKNOWN" weightage="100" keywordseo="indian-business-schools">Indian business schools</keyword> have found something worthwhile in his whole debt fiasco, using his success-to-failure story as rich material for discussions of ethics, corporate governance, brand management, entrepreneurship and families. 
 "The Vijay Mallya case could most certainly be the subject of a case study," Debashis Chatterjee, professor at <keyword id="56716" type="COMPANY" weightage="100" keywordseo="IIM-Lucknow">IIM Lucknow</keyword>, told ET. "It should be a subject of discussion in classes on strategy across business schools and the IIMs are no exception. It's about the downfall of a high-profile brand and there's an ethical connotation as well." 
 Not only at IIM-L, IIMs from Bangalore and Indore, <keyword id="565228" type="ORGANIZATION" weightage="100" keywordseo="XLRI-Jamshedpur">XLRI Jamshedpur</keyword>, Indian School of Business (ISB) Hyderabad and Management Development Institute (MDI), Gurgaon are also using Vijay Mallya’s story to explain to its students, the future managers of the industry, the aspects of business and lessons that they should learn. 
 
"This is a live case study for us and we have to build our arguments based on limited resources. A similar 'live' case study discussed earlier was during Satyam," said Kavil Ramachandran, executive director, Thomas Schmidheiny Centre for Family Enterprise, ISB. 
 
Mallya’s strategy of pampering customers at the cost of other stakeholders, including owners, employees, suppliers and society proved to be hard on his business and honour, an example which can teach a lot about organisational behaviour and human resources management to these students. "It also leads to discussion on the obsession in many companies to meet the interests of 'owners' at the cost of other stakeholders," said Abhoy Ojha of ISB. 
 
<a href="http://indiainf1.com/wp-content/uploads/2014/03/Vijay-Mallya-file-2013-SFI-pic-7mar2014.jpg">Image source</a>

Vijay Mallya debt fiasco comes to some good use for Indian business schools

<keyword id="637412" type="PERSON" weightage="100" keywordseo="Infosys-founder">Infosys founder</keyword> <keyword id="51793" type="ORGANIZATION" weightage="100" keywordseo="NR-Narayana-Murthy">NR Narayana Murthy</keyword> might just have voiced his support to US Republican presidential candidate <keyword id="6354484" type="PERSON" weightage="100" keywordseo="Donald-Trump">Donald Trump</keyword>'s statement that he had given against outsourcing. 
 
As per a report, Murthy has told delegates at ISB Hyderabad that the Indian software industry has been working like 'immigration agents' for its employees, adding that it’s their responsibility to create local jobs for the youth of the country. 
 
"My belief was that a corporation that has global aspiration has to be fair to its global employees. All Indian companies guarantee visas, they guarantee green cards. The whole exercise has become as if they are immigration agents. I am sorry to say that. Indian companies behave as if they are agents for their employees to cross the Atlantic," Murthy was quoted in the report. 
 
He has given the statement after he was conferred the ISB Honorary Distinguished Fellowship, becoming the first recipient of this fellowship, which has been instituted by the ISB. 
 
The presidential candidate Donald Trump has been blaming India and China for outsourcing people to the US who snatch jobs from Americans. 
 
"They are taking our jobs. China is taking our jobs. Japan is taking our jobs. India is taking our jobs. It is not going to happen anymore, folks," Trump had said. 
 
<a href="http://1v1d1e1lmiki1lgcvx32p49h8fe.wpengine.netdna-cdn.com/wp-content/uploads/2014/09/newdaily_300914_trump.jpg">Image source</a>

This Indian tech honcho thinks that Donald Trump is right about Indians snatching jobs from Americans

<a href="http://www.businessinsider.in/searchresult.cms?query=ratan+tata">Ratan Tata</a> would inaugurate a technology incubation centre '<keyword id="6354480" type="UNKNOWN" weightage="100" keywordseo="T-hub">T-Hub</keyword>' to promote start-ups on 7th September. 
 
"The first phase of T-hub, country's biggest technology incubation centre, spread over 60,000 square feet will accommodate 800 start-ups. And in 2018 when we are hosting <a href="http://www.businessinsider.in/searchresult.cms?query=World+IT+Congress">World IT Congress</a> in Hyderabad, we want to be ready with the second phase of T-Hub, which would be much more bigger one with built-up space of 300,000 sq ft and can host 5,000 start-ups", Secretary, <a href="http://www.businessinsider.in/searchresult.cms?query=Information+%26+Communications+Technology">Information &amp; Communications Technology</a> (ITC), Jayesh Ranjan 
 
According to him Telangana will be one of the leading states in the country which will promote innovations. 
 
The Telangana government is taking up the country's biggest technology incubator by collaboring with <a href="http://www.businessinsider.in/searchresult.cms?query=Indian+School+of+Business">Indian School of Business</a> (ISB), the International Institute of Information Technology (IIIT-Hyderabad) and NALSAR University of Law besides various other organisations. 
 
Image credit: Indiatimes

Ratan Tata set to inaugurate tech incubator 'T-Hub' this
September

<ul><li>More Indian students enrolling in IITs are opting for engineering courses in <keyword id="107950" type="TECHNOLOGY" weightage="20" keywordseo="artificial-intelligence">artificial intelligence</keyword> and <keyword id="294572" type="TECHNOLOGY" weightage="20" keywordseo="machine-learning">machine learning</keyword>. </li><li>IIT Hyderabad has been the first institute in the country to introduce B.Tech in AI technology, enrolling 20 students this year. </li><li>India is expected to create 39,000 new analytics jobs by 2020. </li></ul>The advent of <keyword id="24019" type="PERSON" weightage="20" keywordseo="automation">automation</keyword> and the demand for changing job skills has attracted a large chunk of Indian students enrolling in India premier institution — Indian Institute of Technology(IITs) — for advanced <a href="https://timesofindia.indiatimes.com/city/hyderabad/on-course-btech-in-ai-makes-iit-h-a-hot-pick-for-students/articleshow/69998300.cms">engineering courses</a> in artificial intelligence and machine learning. As industries face talent shortage in the sector, IITs recently rolled out degree programmes and certifications including a Bachelor of Technology (B.Tech) in Artificial Intelligence — providing diverse options in technology courses. IIT Hyderabad has been the first institute in the country to introduce B.Tech in AI technology. The institute started its first batch this year, <a href="https://timesofindia.indiatimes.com/city/hyderabad/with-iits-launching-new-courses-in-ai-and-ml-btech-aspirants-have-a-lot-to-choose-from/articleshow/69795185.cms">enrolling</a> 20 students to the course. “What surprised us was that many students this year chose BTech course in AI as against regular CSE (computer sciences) despite having a better score. It’s a sign that students have realised the potential of AI as a career prospect considering the scope of research and jobs in the industry,” Vineeth N Balasubramanian, associate professor at IIT Hyderabad <a href="https://timesofindia.indiatimes.com/city/hyderabad/on-course-btech-in-ai-makes-iit-h-a-hot-pick-for-students/articleshow/69998300.cms">told</a> the Times of India. This year, the JEE advanced rank for opting AI stood at 478 and closed at 657. Overall, IIT Bangalore and IIT Delhi continue to remain top choices for engineering aspirants. The industry estimates that India has less than 10% of data scientists available globally. According to a <a href="https://www.businessinsider.in/iits-launch-courses-in-artificial-intelligence-and-machine-learning/articleshow/67850336.cms">survey</a> by Analytics Vidhya and ed-tech platform Great Learnings, India has 50,000 vacancies in data and analytics sector. In fact, the country is expected to create 39,000 new analytics jobs by 2020. Coping with the growing demand Indian IT majors including GE Research, Ericsson and Bosch, for their part, have also been funding various research programs at IITs. Microsoft too recently <a href="https://www.indiatoday.in/education-today/news/story/microsoft-launches-ai-labs-in-india-collaborate-with-10-institutes-1549956-2019-06-16">announced</a> that it will establish AI digital labs in India, jointly with 10 colleges and universities including Indian School of Business (ISB). In its most recent budget, Indian government announced a key national programme focussed on AI under its ‘Digital India’ initiative. This will include the setting up of <a href="https://www.businessinsider.in/budget-2019-national-artificial-intelligence-program/articleshow/67788068.cms">AI centers</a> across the country to help AI-based startups in India. See also: <a href="https://www.businessinsider.in/accenture-number-one-on-idc-ai-rankings/articleshow/69986095.cms">Accenture comes in ahead of Deloitte, Wipro and TCS in IDC’s AI rankings</a> <a href="https://www.businessinsider.in/iits-launch-courses-in-artificial-intelligence-and-machine-learning/articleshow/67850336.cms">IITs to offer programs in artificial intelligence as India faces talent shortage</a>

IIT students are choosing AI over computer science as job prospects change

Exactly a year after inauguration, <keyword id="6354480" type="UNKNOWN" weightage="100" keywordseo="T-hub">T-Hub</keyword>, India’s largest <keyword id="1428402" type="UNKNOWN" weightage="100" keywordseo="Startup-incubator">startup incubator</keyword> which has waged a startup revolution in Hyderabad is now gearing up to roll out the second phase of its facility. Spread across 3,50,000 square feet, the new wing will be made available to entrepreneurs by mid-2018. 
 The size of the new facility will make it not only India’s but infact the world’s largest incubator, making it at par with Anne Higaldo’s ambitious ‘<keyword id="3847693" type="UNKNOWN" weightage="100" keywordseo="halle-freyssinet">Halle Freyssinet</keyword>’ in Paris, also spread over 3,50,000 square feet. 
 “The second phase of T-Hub's catalyst building, when opened in 2018, will be the largest such facility in the world. There are many international entrepreneurs, including a few from Israel, who are interested in joining the startup ecosystem in Hyderabad,” revealed <keyword id="210411" type="PERSON" weightage="100" keywordseo="Jay-Krishnan">Jay Krishnan</keyword>, CEO of T-Hub. 
 
T-Hub, which operates in a public-private partnership with the government of Telangana and three academic institutions (IIIT-H, ISB and NALSAR) recived an investment of Rs 180 crores for the new facility. Telangana Chief Minister K Chandrashekhar Rao is reportedly going to lay the foundation of the building. 
 Additionally, Krishnan also stated that T-Hub is in the process of creating a technology-driven ‘Sandbox’ which will act as a support system and include a high-end <keyword id="6537818" type="UNKNOWN" weightage="100" keywordseo="supercomputer">supercomputer</keyword> for <keyword id="6362513" type="ORGANIZATION" weightage="100" keywordseo="Startups">startups</keyword> which do not have proper access to resources and infrastructure. 
“This is the first time a supercomputer is being made exclusively for entrepreneurs,” he added. 
 
 
 
The super-computer is likely to be made available to startups and entrepreneurs by March next year. The estimated cost of building the super-computer would range between Rs 5 crores and Rs 25 crores. 
 
From now on, T-Hub will also start following a ‘cluster-based approach’ when it comes to managing deal flows for the startups that work out of their Gachibowli facility. Startups will now be segregated startups based on their stages (Idea, Early, Seed) and the verticals they are working on. There will also be a review every six-months to ascertain their progress.

This Hyderabad facility is going to be the world's largest startup incubator

<keyword id="68635" type="ORGANIZATION" weightage="40" keywordseo="London-Business-School">London Business School</keyword> needs no introduction. Along with <keyword id="6384930" type="ORGANIZATION" weightage="40" keywordseo="INSEAD">INSEAD</keyword>, it is considered one of the top two MBA programmes outside the <keyword id="6356955" type="COUNTRY" weightage="60" keywordseo="united-states">United States</keyword>. Just pick up any <keyword id="107736" type="ORGANIZATION" weightage="40" keywordseo="Business-school">business school</keyword> rankings and you will see it is quite rare when <keyword id="6354968" type="COMPANY" weightage="40" keywordseo="London">London</keyword> Business School has not made it to the list of top 10 B-schools globally. The school offers a great programme, has a formidable alumni network and because of its location in the <keyword id="24479" type="ORGANIZATION" weightage="40" keywordseo="heart">heart</keyword> of London, has strong ties with the financial industry. 
 But of late, I have increasingly observed that many of my best students are either not applying to LBS or keeping it as a ‘safe’ option. The five schools that mostly make it to the list of the top Indian students are <keyword id="53675" type="ORGANIZATION" weightage="40" keywordseo="harvard">Harvard</keyword>, <keyword id="33081" type="ORGANIZATION" weightage="60" keywordseo="Stanford">Stanford</keyword>, Wharton, INSEAD and <keyword id="6357276" type="CITY" weightage="60" keywordseo="ISB">ISB</keyword>. Sometimes LBS makes it to their list; at other times, it doesn’t. I’ve also observed that 7 out of 10 times, when students have offers from both INSEAD and LBS, they end up choosing INSEAD. This probably isn’t good news for LBS and if the trend continues, it may suffer the same fate that Wharton has suffered over the past few years. Wharton’s application volumes have decreased 17% in the last 5 years and the acceptance rates have increased 22%, almost double the acceptance rates for <keyword id="149127" type="COMPANY" weightage="40" keywordseo="HBS">HBS</keyword> and Stanford. 
 
I regularly speak to many students to understand why they are more interested in attending schools other than LBS and I see three primary reasons. 
 1. Applicants view LBS as the go-to school only for <keyword id="25455" type="ORGANIZATION" weightage="40" keywordseo="finance">finance</keyword>. If a student is keen on pursuing a career in investment banking, he feels that LBS will open a lot of opportunities for him but otherwise, he doesn’t know what other doors LBS can open for him. Post the financial crisis of 2009, students are increasingly interested in pursuing careers in technology and <keyword id="107737" type="ORGANIZATION" weightage="40" keywordseo="Entrepreneurship">entrepreneurship</keyword>. But LBS hasn’t done much to position itself as a school that provides a launch pad to students interested in pursuing diverse career choices. While schools such as HBS and Wharton have revamped their curricula to reflect the changing market dynamics and are consistently delivering the message that they are breeding more entrepreneurs than ever, LBS has been slow in its rebranding efforts. 
 2. Another reason for declining interest (among the best applicant pool) in LBS’s MBA is the rapid emergence of its close rival INSEAD over the past few years. With a new campus in <keyword id="63248" type="COMPANY" weightage="40" keywordseo="Abu-Dhabi">Abu Dhabi</keyword> besides the existing campuses in France and Singapore, INSEAD’s MBA programme is aggressively delivering a consistent message that it is a highly international school that helps its students launch a global career in whatever field they choose. Apart from being a consulting juggernaut, INSEAD has one of the best entrepreneurship programmes and is strong in luxury goods and retail, too. Since many students enter MBA programmes to explore new careers, they feel that they should rather be at INSEAD where they have access to diverse career opportunities, than at LBS where they will be primarily restricted to finance. 
 
3. The third reason is the emergence of Indian School of Business, Hyderabad, as a strong choice for Indians who form the largest pool of MBA applicants outside the United States. A lot of Indian students are staying back to join ISB even when they get through to LBS. Since ISB is a partner school of LBS, many professors from LBS come to teach here and applicants think it doesn’t make much sense for them to go to LBS and spend around $130,000 doing an MBA there, especially when the EU and the UK visa rules have made it even more difficult for non-EU students to secure jobs in Europe. 
 
In spite of all this, I’m still very bullish on LBS for two reasons. I believe that the programme is next to none and its problems are more related to its stereotypical image of a finance school, rather than any fundamental problem with the school itself. I also believe that the biggest parameter for a top school is how successful the school’s alumni have been. LBS boasts some formidable and highly successful alumni. Thirdly, LBS is one of the most recognised brands globally. It takes decades for business schools to build a strong global brand and the fact is that most in Asia or the rest of the world would not recognise what INSEAD or HEC Paris is, but most would know what LBS is. In short, the LBS brand is here to stay. 
 
The question is – can it change its stereotypical image? I believe it definitely can. The school can take cue from HBS, Stanford and Wharton, which in recent years, have revamped their websites and changed their value propositions to prospective students to reflect changing market dynamics and student aspirations. LBS’s website is minimalistic right now and I believe it could do much better by highlighting its strengths in areas other than finance. For example, LBS has one of the best programmes for entrepreneurship and the faculty has absolutely stellar credentials. But the website doesn’t do much to highlight this. 
 
I also think LBS has a strong brand and it is not going anywhere. But then, if it doesn’t evolve with the changing times, it may soon find itself losing better quality students to its rivals such as INSEAD. Having said that, I believe that LBS will soon follow the footsteps of its American counterparts to position itself as a programme where students do amazing things and a programme that is in sync with the changing aspirants of students. 
 
Manvender is the Co-founder &amp; Managing Director of <keyword id="1987561" type="UNKNOWN" weightage="40" keywordseo="Aristotle-Prep">Aristotle Prep</keyword>, a test prep company that provides popular test prep products and publishes books for the GMAT &amp; GRE across seven global locations for students in more than 60 countries.

Does
London Business School
need rebranding?

<ul><li><keyword id="2932054" type="PERSON" weightage="20" keywordseo="Unny-Radhakrishnan">Unny Radhakrishnan</keyword> will be taking on the role of Chief Executive Officer at <keyword id="351029" type="COMPANY" weightage="20" keywordseo="Digitas">Digitas</keyword> India as <keyword id="2723773" type="PERSON" weightage="20" keywordseo="Amaresh-Godbole">Amaresh Godbole</keyword> moves on to Google.</li><li>Radhakrishnan comes with rich experience of over 20 years in Digital Marketing, Consulting and Technology.</li></ul> Publicis Groupe India has appointed Unny Radhakrishnan as Chief Executive Officer, Digitas India. He will be taking on from Amaresh Godbole who will be moving on to Google. Radhakrishnan comes with rich experience of over 20 years in Digital Marketing, Consulting and Technology. An accomplished Digital Leader with an impressive track-record, he started his career as a programmer in Bangalore and later was also part of one of India’s first digital agencies, BOTW (Bridge Over Troubled Waters). He has also had an 11-year stint in Maxus, where he built Maxus as the first media agency in the <keyword id="177241" type="COMPANY" weightage="20" keywordseo="GroupM">GroupM</keyword> system to have integrated capabilities in Digital Media, Creative, Social, Technology and R&amp;D. As Chief Digital Officer, South Asia, he led a team of over 250 people. In 2018, he took a sabbatical, did Theatre training and studied Public Policy, along with a few consulting assignments. One of his consulting assignments which was with SHEROES, an internet start-up and a women-only social network, soon turned to be full-time, where he donned the hat of Chief People &amp; Business Officer. Radhakrishnan is a frequent Guest Lecturer on subjects related to digital technology &amp; transformation in renowned institutions such as ISB Hyderabad, IIM Ahmedabad and IIT Kharagpur and has also participated in key industry events as Speaker such as the UNDP – APAC Communications Summit in Bangkok. <keyword id="937472" type="PERSON" weightage="20" keywordseo="Anupriya-Acharya">Anupriya Acharya</keyword>, CEO, Publicis Groupe, South Asia says, “We are delighted to have Unny join us. Apart from his demonstrated capabilities across the whole gamut of digital, what really stood out for me is his approach to the future, passion for everything digital and commitment to groom talent. Each of these softer skills is very critical to succeed in today’s organisations. Digitas has a very strong team, great momentum and very diverse capabilities. Unny’s leadership will add to it tremendously.” Unny Radhakrishnan said, “ I am very excited to join Digitas at a time when the Publicis Groupe model has just been put in place. The canvas to succeed both as Digitas and as a player in Publicis Groupe is limitless. It has an amazing track- record and momentum . I look forward to taking it from strength to strength.” Says Amaresh Godbole, “ My time at Digitas has been exceptionally rewarding and enriching. We’ve made tremendous progress over the years in shaping up Digitas’ s approach and culture while maintaining a scorching pace of growth. I’ve had the opportunity to collaborate with a remarkable bunch of people and brands to produce great work that speaks for itself. It’s the right time for a new challenge, and I look forward to the next phase of my career. I leave Digitas in very capable hands. Unny’s vast experience and ability makes him a perfect fit for the agency.”

Publicis Groupe India appoints Unny Radhakrishnan as the CEO for Digitas

The New Year has brought <keyword id="6354458" type="COUNTRY" weightage="100" keywordseo="US">us</keyword> some much-awaited good news on the hiring front and along with that, some concerns. According to experts, it may rain jobs in 2014 as Indian <keyword id="22917" type="CITY" weightage="100" keywordseo="Companies">companies</keyword> are gearing up to add more than 8.5 lakh new employees to their payrolls. But a robust hiring scenario may also see a rise in employee attrition. <keyword id="115437" type="CITY" weightage="80" keywordseo="India-Inc-">India Inc.</keyword> experiences the highest attrition rate globally and one in four employees in the organised sector could be set to switch jobs, according to a Hay Group study. 
 But there’s another side of the story. Ask employees why many of them tend to take flight and the responses would seem identical. At least 39% are concerned about opportunities regarding <keyword id="605173" type="UNKNOWN" weightage="100" keywordseo="Learning-and-Development">learning and development</keyword> while 36% feel there is no <keyword id="2000020" type="UNKNOWN" weightage="100" keywordseo="Supervisory-coaching">supervisory coaching</keyword> to ensure their <keyword id="42546" type="UNKNOWN" weightage="100" keywordseo="Growth">growth</keyword>. In brief, a lot of attrition seems to be happening because <keyword id="6358610" type="UNKNOWN" weightage="100" keywordseo="Businesses">businesses</keyword> fail to engage with their employees in the right way – be it <keyword id="6669200" type="UNKNOWN" weightage="100" keywordseo="induction">induction</keyword>, on-the-job training, breaking down silos or team-building. 
 <keyword id="1631069" type="UNKNOWN" weightage="100" keywordseo="Corporate-training-programmes">Corporate training programmes</keyword> often turn out to be inadequate as they mostly follow a set pattern, instead of a need-based approach, and uphold the age-old ‘classroom’ training model, instead of making learning fun and interactive. But here is one start-up from Pune that aims to usher in a sea-change in the <keyword id="770011" type="UNKNOWN" weightage="100" keywordseo="Employee-training">employee training</keyword> and engagement space. Two-year-old <keyword id="2000014" type="UNKNOWN" weightage="100" keywordseo="MindTickle">MindTickle</keyword> provides a Cloud-based <keyword id="2000035" type="UNKNOWN" weightage="100" keywordseo="Gamified">gamified</keyword> and <keyword id="2000036" type="UNKNOWN" weightage="100" keywordseo="social-learning-platform">social learning platform</keyword> that makes the training experience extremely engaging. As ‘<keyword id="1071127" type="UNKNOWN" weightage="100" keywordseo="Gamification">gamification</keyword>’ gets hot all over the world, MindTickle, too, has created waves globally. Here is a snapshot that captures the start-up’s vision and viability. 
 
Who runs MindTickle (www.mindtickle.com): Four <keyword id="382595" type="UNKNOWN" weightage="100" keywordseo="co-founders">co-founders</keyword> – <keyword id="2000038" type="UNKNOWN" weightage="100" keywordseo="Deepak-Diwakar">Deepak Diwakar</keyword>, <keyword id="2000039" type="UNKNOWN" weightage="100" keywordseo="Krishna-Depura">Krishna Depura</keyword>, <keyword id="1141504" type="PERSON" weightage="100" keywordseo="Mohit-Garg">Mohit Garg</keyword> and <keyword id="2000016" type="UNKNOWN" weightage="100" keywordseo="Nishant-Mungali">Nishant Mungali</keyword>. Deepak has done BTech in Computer Science from IIT Mumbai while Nishant holds a bachelor’s degree in Design from IIT Guwahati. Krishna is an alumnus of IIT Roorkee and <keyword id="6357276" type="CITY" weightage="100" keywordseo="ISB">ISB</keyword>, Hyderabad. Mohit is an NSIT grad, has done MSEE from <keyword id="33081" type="ORGANIZATION" weightage="60" keywordseo="Stanford">Stanford</keyword> and holds an MBA from ISB. Krishna and Mohit were also batch mates at ISB. 
 Prior to starting up, Mohit was a director in PwC’s management consulting practice at New Jersey and worked with a number of telcos in the US, Europe, and <keyword id="3658" type="COUNTRY" weightage="100" keywordseo="India">India</keyword> on various strategy projects. In addition, he has done <keyword id="187755" type="PERSON" weightage="100" keywordseo="product-development">product development</keyword> for <keyword id="6357722" type="COMPANY" weightage="80" keywordseo="silicon-valley">Silicon Valley</keyword> start-ups such as <keyword id="270697" type="COMPANY" weightage="80" keywordseo="Aruba-Networks">Aruba Networks</keyword>. The other three worked with <keyword id="1010923" type="COMPANY" weightage="100" keywordseo="PubMatic">PubMatic</keyword> before starting MindTickle although Krishna had an earlier stint with <keyword id="10387" type="CITY" weightage="80" keywordseo="Microsoft">Microsoft</keyword>. The start-up was launched in August 2011 and its products were rolled out in beta in early 2012. Besides its headquarters and development centre in Pune, the company has a sales &amp; marketing office in <keyword id="12161" type="COMPANY" weightage="80" keywordseo="San-Francisco">San Francisco</keyword> as it is aggressively targeting the <keyword id="35193" type="ORGANIZATION" weightage="100" keywordseo="us-market">US market</keyword> for expansion. 
 
What inspired the venture: A hobby activity by the foursome led to the Eureka moment. It was called <keyword id="2000046" type="UNKNOWN" weightage="100" keywordseo="TeraMeraIdea">TeraMeraIdea</keyword> and later evolved into an <keyword id="6541953" type="UNKNOWN" weightage="100" keywordseo="online-platform">online platform</keyword> that allowed users to experiment with new ideas in the Internet, media and social business space. “We had quizzes and knowledge-based treasure hunts covering loads of topics. And people simply loved to learn things through our quizzes,” recalls Krishna, one of the co-founders. That’s when the four realised that learning can be fun and interesting without being scary or boring. 
 At the same time, they saw the rise of some new technologies and new concepts – Cloud, for instance, and increasing mobile penetration; social networking, casual gaming and gamification. The four of them were quite convinced that a big opportunity was out there to transform the learning experience with the help of social and gamification elements. So they did some more experiments with knowledge-based games, and worked with <keyword id="2000019" type="UNKNOWN" weightage="100" keywordseo="LD">L&amp;D</keyword> experts and researchers to learn the best practices in interactive learning. “Finally, we deployed pilots for corporate houses and the feedback was just awesome,” says Krishna. “It was noon-clear that <keyword id="2000051" type="UNKNOWN" weightage="100" keywordseo="Conventional-learning">conventional learning</keyword> would take a backseat in the next few years. So we decided to take the lead and create a next-generation learning platform,” he adds. 
 
What’s the pitch: <keyword id="2000054" type="UNKNOWN" weightage="100" keywordseo="Effective-training">Effective training</keyword> and better <keyword id="610471" type="UNKNOWN" weightage="100" keywordseo="employee-engagement">employee engagement</keyword> that generate <keyword id="2000055" type="UNKNOWN" weightage="100" keywordseo="Business-results">business results</keyword>. Most businesses are deeply dissatisfied with their training programmes although they have invested a large chunk into their human assets. Classroom methods are near-dead, especially in a corporate environment, as they are resource-heavy, limited in scope (not customisable), and lack the scale and global reach-out required for today’s mobile and <keyword id="2000092" type="UNKNOWN" weightage="100" keywordseo="Distributed-workforce">distributed workforce</keyword>. On the other hand, a conventional e-learning system like the CBT or the WBT fails to engage and motivate the end user. “But at MindTickle, we have created a next-gen learning platform that enables enterprises to create and deliver very engaging and effective training,” clarifies Krishna. 
 
Why the name MindTickle: During its research days, the start-up came up with a unique content creation technique that would transform chunks of data into interesting mind tickles – a series of brain-teasers that would help you gain knowledge through problem solving and content discovery. Hence, the name. 
 
How it works: Simply put, MindTickle has created a Cloud-based learning platform, which enables enterprises to deliver their training programmes anywhere, at any time and on any device. Moreover, the same learning platform can be used to train their partners and customers. It features an in-built social and gamification engine that makes the entire learning experience really engaging. This has not only resulted into huge participation, but also ensured increasing level of <keyword id="2000060" type="UNKNOWN" weightage="100" keywordseo="Training-completion">training completion</keyword>. 
 As of now, the focus is on <keyword id="2000062" type="UNKNOWN" weightage="100" keywordseo="New-hire-training">new hire training</keyword>, <keyword id="2000064" type="UNKNOWN" weightage="100" keywordseo="Product-training">product training</keyword>, <keyword id="2000065" type="UNKNOWN" weightage="100" keywordseo="Sales-training">sales training</keyword> and <keyword id="2000066" type="UNKNOWN" weightage="100" keywordseo="Customer-service-training">customer service training</keyword>, but the range can be quite extensive. Also, a SaaS (software as a service) platform means totally hassle-free implementation – enterprises can simply sign up and start creating their own learning/training sites. 
 The start-up offers an intuitive admin interface with a number of templates that allow companies to create interactive training programmes by using their existing content (audio, video, PPT, PDF, Doc file, etc.). Once that is done, a trainer can invite end-users who can securely access the site via any Web browser. Detailed <keyword id="6359249" type="COMPANY" weightage="100" keywordseo="analytics">analytics</keyword> and reports are also generated on a real-time basis, which trainers can use to measure the effectiveness of their programmes and can also tweak it, based on the feedback. Overall, MindTickle has embraced the <keyword id="2000067" type="UNKNOWN" weightage="100" keywordseo="SoGaMo">SoGaMo</keyword> (social, gamified and mobile) technologies as its product backbone. 
 “Our platform has several pre-defined, <keyword id="2000070" type="UNKNOWN" weightage="100" keywordseo="Customisable-features">customisable features</keyword>, which users can tweak to create their own <keyword id="2000071" type="UNKNOWN" weightage="100" keywordseo="Personalised-experience">personalised experience</keyword>. However, we don’t create custom solutions for specific requirements,” explains Krishna. 
 
Claim to fame: Traction and recognition. MindTickle has been awarded for ‘Best use of engagement techniques in Enterprise HR’ at the Global GSummit in 2012 and 2013. And the traction has been impressive over the past two years. More than 54,736 learners from a number of leading organisations have benefited till date while its customer base includes several <keyword id="542582" type="UNKNOWN" weightage="100" keywordseo="Fortune-500-companies">Fortune 500 companies</keyword> and some reputed start-ups such as <keyword id="282568" type="COMPANY" weightage="100" keywordseo="SAP-Labs">SAP Labs</keyword>, <keyword id="15492" type="CITY" weightage="100" keywordseo="Vodafone">Vodafone</keyword>, <keyword id="6357395" type="CITY" weightage="100" keywordseo="eBay">eBay</keyword>, <keyword id="180948" type="COMPANY" weightage="100" keywordseo="Yahoo-India">Yahoo! India</keyword>, <keyword id="164941" type="COMPANY" weightage="100" keywordseo="inMobi">InMobi</keyword>, <keyword id="54613" type="COMPANY" weightage="100" keywordseo="makemytrip">MakeMyTrip</keyword>, <keyword id="1101579" type="COMPANY" weightage="100" keywordseo="SHRM">SHRM</keyword> and ISB. 
 
Show me the money: Unlike many start-ups, this one is a venture-funded company and raised an undisclosed seed <keyword id="6357455" type="EVENT" weightage="100" keywordseo="Funding">funding</keyword> from <keyword id="144381" type="COMPANY" weightage="80" keywordseo="Accel-Partners">Accel Partners</keyword> in January 2012. That’s not surprising as globally, the training market is worth $200 billion and growing. MindTickle targets medium-to-large enterprises in India and the US, and has in place a robust per-user subscription model. However, it is a <keyword id="2000069" type="UNKNOWN" weightage="100" keywordseo="Product-company">product company</keyword> that needs constant cash-burning for ongoing design, development and implementation. “To meet that requirement, we are now putting all the money we earn back into the company and we are not margin-focused at present,” says Krishna. “Of course, no one can ignore break-even and profits, but our first priority is to build more and more world-class products and adopt a scalable go-to-market policy,” he adds. The start-up will also raise more funding as and when it requires the money for incremental growth. 
 
Biggest challenge: Not competition, per se, feels Krishna. According to him, MindTickle’s platform actually complements a lot of existing learning solutions, rather than being a direct competition. For instance, the company has tools, which help create great videos from existing PPTs or help record or create screencasts for training. With the help of such platform integration capabilities, companies in the training space can actually improve their offerings by leveraging multiple content formats. On the other hand, quite a few education tech companies like Udemy, Coursera and <keyword id="1175348" type="ORGANIZATION" weightage="60" keywordseo="edX">edX</keyword> have come up in the <keyword id="6561759" type="UNKNOWN" weightage="100" keywordseo="MOOC">MOOC</keyword> space (<keyword id="1071995" type="UNKNOWN" weightage="100" keywordseo="Massive-Open-Online-Courses">Massive Open Online Courses</keyword>) and they are now entering the <keyword id="2000084" type="UNKNOWN" weightage="100" keywordseo="Enterprise-environment">enterprise environment</keyword>. MindTickle is keeping a tab on the latest developments as these may ensure further opportunities for growth and <keyword id="6379846" type="PERSON" weightage="100" keywordseo="collaboration">collaboration</keyword>. 
 “But one of the biggest challenges is to evangelise the concept – to make people aware of how easy it is to create great training programmes,” admits Krishna. Many of the <keyword id="2000089" type="UNKNOWN" weightage="100" keywordseo="Subject-matter-experts">subject matter experts</keyword> feel intimidated when faced with the complexity of the current systems. Companies, too, struggle to cope with <keyword id="2000091" type="UNKNOWN" weightage="100" keywordseo="Employee-learning">employee learning</keyword> and engagement, especially when they are growing very fast or trying to manage a distributed workforce. “Now that we have got a great platform whose effectiveness has been proven globally, our next challenge is to position our brand, create awareness and grow exponentially,” concludes Krishna.

Are You Game To Transform Employee Training, Engagement? This Start-up Can Help…

With an aim to place <keyword id="6354552" type="COMPANY" weightage="20" keywordseo="hyderabad">Hyderabad</keyword> on the list of top 10 startup destinations in the world, T-Hub, India’s largest incubator for <keyword id="6362513" type="ORGANIZATION" weightage="20" keywordseo="Startups">startups</keyword> announced five strategic initiatives aimed to help startups get the exposure and funding they need. 
 T-Hub, which celebrated its first year anniversary today is a public-private partnership between the Government of <keyword id="68884" type="ORGANIZATION" weightage="20" keywordseo="Telangana">Telangana</keyword>, three of India’s leading academic institutes namely, IIIT-H, ISB, NALSAR and the private sector. 
 The anniversary celebrations saw <keyword id="3838906" type="UNKNOWN" weightage="20" keywordseo="Srinivas-Kollipara">Srinivas Kollipara</keyword>, COO and <keyword id="210411" type="PERSON" weightage="20" keywordseo="Jay-Krishnan">Jay Krishnan</keyword>, CEO of T-Hub reveal the key initiatives for the next year in the presence of Telangana IT Minister, KT Rama Rao. 
 
Apart from T-hub rolling out the second phase of its facility which is spread over 3,50,000 square feet by mid-2018 and and launching an exclusive fund for startups soon, the startup engine announced these partnerships: 
 
PwC Innovation Hub Partnership 
In a first for the country, T-Hub has partnered with PwC, one of the leading consulting firms in the world to create an innovation hub. This partnership is aligned with PwC’s innovation program to support and mentor startups. The startups on the other hand, will have access to PwC clients across 157 countries, which will help open floodgates for new opportunities. 
 
Carnegie’s Policy Hub 
T-Hub has partnered with Carnegie Endowment for Intrenational Peace, India, a public-policy think-tank to create a one-of-a-kind ‘Policy Incubator’ to help startups guide through the regulatory and policy implications of innovation. 
 
 Partnership with DBS Asia Hub-2 to create an ‘Innovation Hub’ for Fintech startups 
DBS Asia Hub-2 &amp; T-Hub entered into a strategic partnership to reimagine banking and drive innovation in fintech space. This partnership would leverage a network of fintech start-ups to make banking simpler, seamless and joyful for customers. Further to its quest to lead digital transformation, DAH2 aims at driving innovation and agility in banking through this partnership 
 
Agri-tech Accelrator with ICRSAT and RVP 
T-Hub’s unique three-month Agri-tech Accelerator Programme is a startup focused initiative created in partnership with International Crops Research Institute for the Semi-Arid-Tropics and powered by Riverbridge Ventures Innovation Program which enables Agri-tech startups to receive globval exposure, funding support, expert advice, corporate partnerships, government connects which will help them move their products to market and scale their existing businesses. 
 
CL Educate –Innovation Partnership fostering Student Innovation 
Not just limiting itself to startups, T-hub is taking it a notch higher with this partnership in order to make innovation accessible to millions of youngsters in schools, colleges and jobs. The aim is to ensure benefits such as awareness research, technolo0gy-platform, curriculum and access to mentors and funds reach young entrepreneurship aspirants.

On its first
anniversary, T-Hub, India’s largest incubator for startups announces five new
partnerships

<ul><li><keyword id="1165815" type="PERSON" weightage="20" keywordseo="Kartik-Iyer">Kartik Iyer</keyword> has been appointed as <keyword id="8348457" type="UNKNOWN" weightage="20" keywordseo="publicis-commerce">Publicis Commerce</keyword> Lead and <keyword id="3820828" type="PERSON" weightage="20" keywordseo="Krishna-Mothey">Krishna Mothey</keyword> has been roped in as Head Of Media for the Practice</li><li>The Publicis Commerce Practice offers comprehensive capabilities in the Online Commerce &amp; Retail space and partners with clients on their journey to establish a robust online business.</li><li>The offering includes holistic end-to-end capabilities across Commerce Strategy &amp; Planning, Consumer and Category Insights, Content and eMerchandising, Technology, CRM, Analytics and Data Science, Trade and Shopper Marketing and eCommerce Media. </li><li>The Practice also draws on <keyword id="3315404" type="PERSON" weightage="20" keywordseo="Publicis-Media">Publicis Media</keyword>’s standing and strength as the agency with the largest number of Amazon and Google certified professionals – more than 380 – on commerce media platforms in India.</li></ul> Publicis Commerce has expanded to India and appointed Kartik Iyer as Publicis Commerce Lead and Krishna Mothey as Head Of Media for the Practice. The Publicis Commerce Practice offers comprehensive capabilities in the Online Commerce &amp; Retail space and partners with clients on their journey to establish a robust online business. The offering includes holistic end-to-end capabilities across Commerce Strategy &amp; Planning, Consumer and Category Insights, Content and eMerchandising, Technology, CRM, Analytics and Data Science, Trade and Shopper Marketing and eCommerce Media. The Practice also draws on Publicis Media’s standing and strength as the agency with the largest number of Amazon and Google certified professionals – more than 380 – on commerce media platforms in India. In addition to India, both Iyer and Mothey will also oversee the Commerce capability within Publicis Media’s Global Distributed Delivery (GDD) offering – a centre of expertise based out of India that delivers robust capability to clients around the globe. Iyer has over 17 years of experience across digital go-to-market strategy, brand e-commerce and category management. An Executive MBA from ISB Hyderabad, Iyer’s experience spans companies such as Ingram Micro, Flipkart, Samsung, Apple, Blackberry, Nokia , ITC and Nestle where he has had the opportunity to lead several go-to-market initiatives across multiple routes to market. In his most recent stint as Head of Digital Commerce at Ingram Micro, Iyer was involved in the development and launch of a technology marketplace and direct to customer platforms with accountability for business P&amp;L, partnerships and alliances, program management, e-commerce operations, technology integrations, digital marketing and customer experience. Mothey comes with 12 years of digital media &amp; entrepreneurial experience, across firms such as iProspect and GroupM besides his own entrepreneurial venture. He has worked with clients across multiple verticals and has successfully developed &amp; managed large scale marketing campaigns across FMCG, Travel, BFSI, Healthcare, Real Estate, Auto, Telecom, Hospitality, CPG and B2B sectors. His last stint was with GroupM where where he was instrumental in setting up and managing the central eCommerce media function. <keyword id="937472" type="PERSON" weightage="20" keywordseo="Anupriya-Acharya">Anupriya Acharya</keyword>, CEO of Publicis Media India says, “As Commerce becomes mainstream for clients in India, it is the right time for us to further advance our global commerce offering here. We find there is a great demand for these services in the market both within our client sets and outside. Our strength in digital &amp; performance marketing gives us a natural edge in scaling the global Commerce Practice. Both Kartik &amp; Krishna come with immense brand experience and category expertise and are a tremendous boost to our capabilities.” Publicis Media handles Commerce for clients such as Nestle, Mars Petcare, AO Smith in India along with several global brands through its GDD centre in India.

Publicis Commerce expands to India, appoints two new leaders for the market

As individuals, Indians are resourceful, creative and smart. In a supportive context, such as <keyword id="6357722" type="COMPANY" weightage="20" keywordseo="silicon-valley">Silicon Valley</keyword> they have shown that they can play critical roles in the most innovative companies. But, here in <keyword id="3658" type="COUNTRY" weightage="20" keywordseo="India">India</keyword>, our innovation output is significantly below our potential. My work on innovation has focused on identifying the barriers to innovation in India, and seeking pathways at the level of both the nation and the firm to channelize our creative potential into a more systematic and sustainable innovation output. 
 
The Big Picture 
International comparative studies of innovation consistently place India far below the top of the innovation charts. In the latest INSEAD-WIPO Global Innovation Index (2013), India ranks #66. Rather than going up the ladder, India is actually sliding down – we slipped two positions in the last year and, this is in spite of the Government of India declaring this the decade of innovation! 
 
A simple way of understanding innovation output is to think in terms of supply side factors, processes and capabilities, and demand side factors. At the national level, since liberalization began over two decade ago, the demand for innovation has grown. Disposable incomes are up, the government is looking for low cost solutions to knotty public problems, and the legal systems for protection of inventors’ rights, are now better aligned with those in rest of the world. But India still faces challenges on the supply side, and in the capabilities of organizations to use the inputs available for innovative outcomes. 
 
Supply side issues include the failure of the education system to rise up to the challenge of building a well-trained work force that can undertake creative problem-solving, lack of adequate seed capital to take ideas to prototypes, and the absence of a supportive infrastructure for innovation. But, perhaps the biggest supply side problem is India’s poor research base – a recent study commissioned by India’s Department of Science &amp; Technology shows that India’s research output is not cited at a level above the global average in a single academic discipline. 
 The main agent of innovation in a capitalist <keyword id="34412" type="ORGANIZATION" weightage="20" keywordseo="economy">economy</keyword> is the firm. This is the entity that links ideas with the market. Unfortunately, firms in India have been slow to develop systematic innovation capabilities, preferring to rely on traditional methods of creative improvisation such as jugaad. While jugaad may be attractive to large multinational firms whose processes have become too rigid and inflexible, Indian firms (with a few notable exceptions) face the opposite challenge – their innovation processes are too fluid and under-developed to facilitate the transformation of the creative energies of their employees into a steady stream of innovative products and services. Unfortunately, while multinational R&amp;D and engineering subsidiaries in India have the potential to do more innovative work, their innovation tends to be circumscribed by the roles mandated by their parents. 
 Why don’t Indian organizations spend more effort in developing better innovation capabilities? Family ownership appears to be a barrier, unless the family members involved in the business have a penchant for innovation (e.g. Dr. <keyword id="253203" type="PERSON" weightage="20" keywordseo="Anji-Reddy">Anji Reddy</keyword> and Dr. <keyword id="76415" type="PERSON" weightage="20" keywordseo="Parvinder-Singh">Parvinder Singh</keyword> at DRL and Ranbaxy respectively). More traditional family owners lack a deep understanding of either technology or customer needs, two of the key starting points for innovation. 
 
But there are also social and cultural forces at work that impede the creation of systematic innovation capabilities within firms. Research on management in India has shown that Indian companies’ efforts at innovation are impeded by poor teamwork; the enduring importance of upward hierarchical progression in a traditional society that leads to individuals moving out of individual contributor roles too early; a “brahminical attitude” that gives brainwork a superior position over physical work and results in ideation being lionised but experimentation looked down upon. Additionally, a weak systems and strategic orientation that results in the absence of appropriate change paradigms; a low tolerance of failure; a lack of confidence in innovation capabilities; a failure to positively reinforce innovation efforts; and a strong need for control that comes in the way of joint working with other organisations, all are impediments to innovation in India. 
 
Accelerating the Pace of Change 
Some of these factors are changing over time, but the change is slow. What can India do to accelerate the pace of change? 
I believe there are four priorities starting with a focus on the creation of a critical mass of new generation firms, started by young entrepreneurs. These youngsters would be relatively free of the baggage of our past and therefore more inclined to take on the challenge of genuine innovation. These firms need to be in sectors and application areas that go well beyond our traditional strengths like IT and services. 
The second priority is to provide the right incentives for institutions of higher education to change to become more research-oriented and more practice-oriented. 
 
The third priority is to change the nature of government’s support for research and development. The traditional model of government- owned, financed, and run research institutions needs to be replaced by competitive government grants to support R&amp;D in private institutions and small firms. The feasibility of this has already been proven by the schemes and programmes of the Department of Biotechnology, such as SBIRI and BIRAC. Such an approach needs to be extended to other sectors as well. 
 
The last but certainly not the least priority is to move India towards being a more knowledge-driven and science-intensive society. The solution to this problem lies as much with individuals as with the government. The next time your child has a project from school, get her to do it rather than doing it for her. Don’t accept superstitions and baseless rituals. Embrace the scientific method. 
 
Building Innovation Capabilities: The 8 Steps Approach The other part of the puzzle is building strong organizational innovation capabilities. Some Indian companies have already shown how this can be done. <keyword id="1643686" type="UNKNOWN" weightage="20" keywordseo="Vinay-Dabholkar">Vinay Dabholkar</keyword> and I have captured the essence of these practices in our 8 Steps to Innovation framework. 
 
In our interaction with Indian companies, we learnt that they faced three major problems in making innovation a sustained activity. The first is what we call the pipeline problem – the absence of a steady stream of ideas that can drive their innovation engine. Some companies told us that they have managed to create a stream of ideas, but that many of the ideas seem to get lost in the system – this is the source of a second problem that we call the velocity problem. A set of companies more mature in the innovation process told us that their challenge is different – this is the third problem that we call the batting average problem, i.e., the absence of adequate business impact of innovation. 
 
Our 8 step framework seeks to address these three big problems. Building a pipeline involves getting more people across the organization to see innovation as a part of their job and to make it easy for them to share their ideas with the company. To facilitate this, we advocate 3 steps. The first is to lay the foundation for innovation. This is achieved by designing an idea management system that is aligned with the company’s culture, conducting periodic campaigns that create excitement and involvement around innovation, and training people in creative problem solving methods to help them unleash their creative potential. The second step is to create a “challenge book” – identify the problems on which the company should focus its innovation efforts. The third step is to encourage participation in innovation. Some of the ways of achieving this are identification and recognition of innovation role models; forming communities of practice; identifying and training innovation catalysts who can help people with ideas take these ideas forward; and judicious use of rewards and recognition to get people involved. 
 
Ideas don’t move forward because they remain untried and untested. The solution to this is to encourage and support quick, low-cost experimentation to test assumptions related to need, technology, production, and commercialization. Once a proof-of-concept has been established, the barrier often shifts to the resources needed to take the innovation forward. Champions provide credibility and support and help overcome this barrier. Moving towards commercialization is helped by applying the principles of experimentation to the business model as well. 
 
Getting a bigger bang out of innovation – or enhancing the batting average as we call it – depends on two sets of actions. The first set is related to making the innovation successful, and consists of the use of innovation sandbox approaches to do intense experimentation within the tight expectations of the market; the use of platform approaches to help capture value from one innovation across multiple application areas; and sourcing ideas from outside the company (open innovation) to complement the company’s ideas and complete the innovation process. The second set relates to managing risk. Understanding the history of similar innovations, awareness of the baseline success rate of such innovations, and doing a premortem are some useful ways of managing the risk involved. Other approaches include a portfolio orientation and having a vigorous pipeline to avoid over-dependence on a single innovation. 
 We found successful Indian companies practising several of the approaches we have described above. <keyword id="6359783" type="CITY" weightage="20" keywordseo="Bajaj-Auto">Bajaj Auto</keyword> has been very effective at defining the right challenge book leading to market-dominating products such as the Pulsar. <keyword id="10899" type="CITY" weightage="20" keywordseo="Titan-Industries">Titan Industries</keyword> has been a leader in training employees to participate in the innovation process and launching annual campaigns. Cognizant Technology Solutions has also been strong on participation, and has trained an impressive “army” of catalysts. <keyword id="42747" type="CITY" weightage="20" keywordseo="Tata-Motors">Tata Motors</keyword> has used innovation sandboxes effectively, <keyword id="6354512" type="CITY" weightage="20" keywordseo="Infosys">Infosys</keyword> has a portfolio of effective innovation platforms, and Eureka Forbes has used open innovation to its advantage. Clearly where there is a will, Indian companies have found a way to build their innovative capabilities. 
 
(The author of this article is Rishikesh T. Krishnan. His main areas of interest are strategy and innovation. He was a Visiting Scholar at the Center for the Advanced Study of India, University of Pennsylvania (Fall 2008), and at the Indian School of Business (ISB), Hyderabad (2011-12). This article was contributed to Thinkers, a quarterly thought leadership magazine that features the brightest thinkers in the areas of economics and governance, philosophy and literature, science and technology, and management. To learn more about the magazine, please visit: <a href="http://www.thinkers.in/">www.thinkers.in</a> ) 
 
Image: thinkstock

Thinkers/Thinkers 50: Going beyond Jugaad, can India build a systematic innovation capability?

New Delhi [India], December 21: While making significant strides in various sectors, there are leaders in India who are standing out for their work worldwide. The "Global <keyword id="397956" type="General" weightage="20" keywordseo="indian-leaders" source="Orion">Indian Leaders</keyword> 2023" list curated by World Brand Affairs has featured leaders from across the country who are known for their innovative, resilient, and persistent approach to functioning in their respective industries. These people are heading towards new heights and establishing standards for excellence. The list honors their outstanding efforts and accomplishments which have propelled their companies to unbound success. Their inclusion in the list highlights their exceptional abilities to navigate challenges, adapt to changing market trends, and consistently deliver groundbreaking results. Gaurav Munjal, CEO of Unacademy Gaurav Munjal is the co-founder and CEO of Unacademy, India's largest online learning platform. With a vision to democratize education, Munjal pioneered Unacademy's growth, transforming it into a leading ed-tech powerhouse. His innovative leadership has revolutionized accessible and quality education, empowering millions of learners across the globe. Kunal Shah, Founder of CRED Kunal Shah is the founder and CEO of CRED, a fintech startup revolutionizing credit card payments in India. As a serial entrepreneur, Shah previously founded FreeCharge, later acquired by Snapdeal. His innovative approach to creating rewarding credit experiences has helped CRED to redefine credit card usage while fostering financial literacy. Ashish Hemrajani, Co-founder and CEO of BookMyShow Ashish Hemrajis the co-founder and CEO of BookMyShow, India's leading online entertainment ticketing platform. Hemrajani's unique idea revolutionized the way people book tickets for movies, events, and live performances. His ingenious leadership transformed BookMyShow into a cultural phenomenon, reshaping the access to entertainment industry across the country. Fardin Sheikh, Managing Director at Wizence Group Fardin Sheikh is a seasoned professional with over 25 years of exemplary leadership experience, earning him recognition as a Distinguished Digital Transformation Leader. His dynamic career spans across various roles, showcasing a remarkable blend of strategic vision, project management acumen, and a strong commitment to driving digital innovation. Pariksha Rao, Founder of NuWe Starting as a Clinical Nutritionist, Pariksha Rao has morphed into various roles with the intent to help demystify and democratize healthcare. From maternal well-being to fetal health and tailored nutrition for weaning kids to teens, her work has helped impact over 200,000 lives over nearly two decades of her career. She continues to amplify her impact with NuWe. Poojaa Choprah, CEO and MD of Felix Impex Poojaa Choprah, a visionary CEO &amp; MD of Felix Impex Pvt Ltd., and founder of PNA ORIGINE, is renowned for strategic business acumen and market expansions. A trailblazer in entrepreneurship, her global fashion insights, artistic fervor as a Kathak dancer, and bespoke training expertise redefine success, weaving innovation and cultural fluency into her vibrant career. Amandeep Kaur Khangura, Director of Tru Prime Amandeep is a Canadian born entrepreneur who moved to India in 2011, and acquired Indian Citizenship to follow her passion to bring social empowerment in rural Punjab. During her time in Canada, Amandeep chaired HR &amp; Finance for a $500M project. Currently, in India, she operates Majara Dairy Farm which has 2,600 livestock and is the largest dairy farm operator in Punjab and one of the largest in India. Pt. Dr Sanjeev Kumar Srivastava, Nadi and Vedic Celebrity Astrologer Renowned globally as a luminary in Nadi and Vedic astrology, Pt. Dr. Sanjeev Kumar Srivastava is celebrated across 70+ nations for his remarkable precision in predictions &amp; teaching Nadi Astrology. With an illustrious career spanning 27 years, his astonishing success rate of 95-97% and expertise in Nadi Nakshatra Sutras exemplify his command in the celestial arts. Dr Prachiti Punde, Director of Proluxe Dr Prachiti Punde is a powerhouse in Integrated Medicine, Director of Proluxe Pvt Ltd, and Mrs. Universe Tolerance 2021. She transforms health and lifestyle with an exclusive GLAMOWELL multi-experience centre and revolutionizes wellness with patented tools and a unique mobile app. Along with being a spiritually blessed child, she is also an Anesthetist and mindskills Trainer with 15+ books published. Sanju Pudyandil, Founder of Whitespace Brand Consulting Sanju Pudyandil, a luminary in brand management and marketing, launched Whitespace Brand Consulting after honing his expertise at Ray+Keshavan, presently Super Union. Renowned for orchestrating transformative corporate revamps, he spearheaded impactful makeovers for illustrious brands like Canara Bank, Trident Hotels, J&amp;K Bank, Punj Lloyd, CEAT Tyres, and Fair &amp; Lovely, among others. Stuti Galiya, Partner at Khaitan &amp; Co. Stuti, an esteemed Advocate and solicitor, serves as a Partner at Khaitan &amp; Co., excelling in mergers &amp; acquisitions, private equity, corporate laws, commercial contracts, and foreign investments. Recognized as the "Luxury Retail Lawyer of the Year 2023" by APAC Insider, her expertise in the luxury retail sector marks her as an ingenious leader in the Asia-Pacific legal domain. Srividhya, Founder of HITECH Engineering Solutions (India) Srividhya, founder of HITECH Engineering Solutions (India) holds a deeply rooted legacy in Construction since 1998. Her indomitable optimism defied industry challenges, establishing a prominent platform despite male-dominated norms. Under her guidance, the company thrives as a certified SSI unit with ISO 9001:2015, ISO 14001:2015 &amp; OHSAS 4500: 2018 qualifications, renowned for cost-effective solutions nationwide and across Asia. Debabrata Sarkar, CMD at MicroAlgae Solutions Debabrata Sarkar is an agricultural innovator with 26+ years of global experience. Armed with a BCKVV agriculture degree and IIM Kolkata alumni status, he led strategic units for esteemed firms in Asia Pacific. He is currently serving as the CMD at MicroAlgae Solutions India Pvt Ltd, a subsidiary of AlgaEnergy Spain. Mogilipuri Krishna Chaitanya, Director at Wonder View Media As a Director at Wonder View Media Pvt Ltd, a CMPTL franchise specializing in IT services and Business Consulting, Mogilipuri Krishna Chaitanya facilitated substantial growth for his brother's business. With over 9 years of experience, he continues to excel as a Software Engineer at Tata Consultancy Services (TCS) and has made significant contributions to tech giants like Apple, Google, and more. Subhajit Banik, Founder of Birdlens Creation Subhajit ventured into photography in 2007 as a model, cultivating expertise in lighting and creative framing. Winner of the Glamhunt competition by ABP group in 2010, he founded Birdlens Creation in 2015. Specializing in wedding photography, Subhajit crafts timeless, emotive images reflecting couples' love and joy. Dr Rahul Mirchandani, Chairman &amp; Managing Director of Aries Agro Limited Dr Rahul Mirchandani, ranked among the 30 Most Innovative CEOs in India, has pioneered unique strategies to build 130+ Aries specialty crop nutrition brands. With a PhD in Management Studies, he teaches Marketing, Innovation, and Entrepreneurship across 50+ B-Schools. He plays key roles in CII's agriculture council, and key governmental panels and was the National Chairman of CII's Young Indians. Vinay Kumar Singh, Executive Director and CEO of Thomson Digital and Q&amp;I (India) Vinay Kumar Singh is the Executive Director and CEO of Thomson Digital and Q&amp;I, with over 30 years of industry expertise. He pioneered Thomson Digital in India and globally, founding associated companies and an education technology startup. Specializing in scientific and educational content, Vinay completed his Executive Training Programs at ISB Hyderabad. Saurabh Gupta, Founder &amp; CEO of Verismart.ai A 3-time entrepreneur and angel investor in 9 deep tech firms, Saurabh Gupta is now leading Verismart.ai which pioneer in blockchain-based Ad-tech/Data Interoperability platform with over 520M+ users data pipeline while ensuring privacy compliance. He also acquired dolphinchat.ai., and has been a speaker at 50+ global conferences talking about Blockchain and data privacy. Vikkas K Jha, Founder of Brand Kettle Vikkas K Jha, an ace marketing professional turned visionary entrepreneur, founded Brand Kettle amidst the pandemic. With expertise in Commercial Fitouts, Retail Roll-Outs &amp; experiential marketing, he expanded Brand Kettle's services, integrating 30+ brands, within 3 years. He is also driving impactful social change via the Brand Kettle Foundation's NGO initiatives. Atharva Bahadur, CEO of Drishti Pures Atharva Bahadur is the CEO of Drishti Pures in Lucknow. Under Atharva's leadership, Drishti Pures, a pioneering endeavor, engages abandoned, differently-abled children in producing Cold Pressed Oil and processing pure spices, aiming to foster self-reliance among them. Currently housing 260 abandoned children, Drishti remains the largest institution of its kind globally. Harsh Niwas, Manager Legal and Team Lead at Unitech Limited Harsh Niwas is an international consultant having more than 12 years of experience in the Real Estate and Mining industries. His expertise lies in project management, legal strategy, and stakeholder communication, delivering successful outcomes and operational efficiency. Known for strong leadership, negotiation, and collaboration skills, he ensures compliance and value creation within teams and organizations. Hussain Kalsekar, Founder and CEO of 366 DigitX Renowned for fostering enduring relationships with corporate decision-makers, Hussain Kalsekar has steered 366 DigitX to unparalleled heights. His client-centric approach has garnered him accolades globally. Recognized as one of the top 100 smartest digital marketing leaders by the World Marketing Congress, he was also recently honored among the Top 50 Global High Flyers and awarded as the Leader in Digital Marketing for 2023. (ADVERTORIAL DISCLAIMER: The above press release has been provided by PNN. ANI will not be responsible in any way for the content of the same)

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