<ul><li>As Westlife Development Ltd's <keyword id="126895" type="General" weightage="100" keywordseo="mcdonald" source="Orion">McDonald</keyword> celebrates its 25th anniversary in India this year, we speak to <keyword id="7251099" type="General" weightage="20" keywordseo="Arvind-RP" source="Orion">Arvind RP</keyword>, Director - Marketing and Communications, <keyword id="602278" type="General" weightage="20" keywordseo="McDonalds-india" source="Orion">McDonald’s India</keyword> (West and South) about the brand's marketing milestones.</li><li>We discuss several phases of transformation that the brand has gone through over the years to become India’s one of the most trusted brands.</li></ul>McDonald’s, for 25 years, has remained synonymous with burgers in India. The golden arches entered the country in 1996 and was an undisputed leader in burgers until 2014, that’s when its rival Burger King set up its first store in Delhi. However, by then, McDonald’s had captured the lion’s share of the market. Surviving through many neck-to-neck burger rivalries, economic crises and pandemic, McDonald’s stands strong today. <br /><br />When the American fast-food giant first thought of entering the Indian market, it had to face a huge challenge. Across the world, Big Mac beefburger was McDonald’s signature product and India was known as a vegetarian market back then. So, the starting point for McDonald's India was to position itself as Indian, represent family values and culture and position itself as comfortable and easy while retaining its global values. McDonald’s gracefully Indianised its global menu and Indians couldn’t get enough of its burgers, which is a quintessential American fast food.<br />            <div type="Video" msid="87852925" hostid="261" title="How to win over a challenging market as India: Inside McDonald’s success story" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=87852925"></div><br />Sharing how the company laid its foundation into the country, Arvind RP, Director - Marketing and Communications, McDonald’s India (West and South) said, “McDonald's is a very interesting case study. It has gone through several phases in its 25 years in India. Phase one was all about building the foundation through localisation or as we call it, the democratization of the burger. We introduced the McAloo Tikki and many such locally relevant burgers for the Indian market. We also introduced many new practices to win over consumer trust such as using separate veg kitchen and non veg kitchen.”<br /><br />After introducing its famous McAloo Tikki and the Chicken Maharaja Mac, McDonald’s next step was to win consumer trust and it went all out with its marketing activities to woo them. Another way to win over Indians was by offering low prices and beat street food, so it introduced its Happy Price menu starting from Rs 20 back then. McDonald’s made it a point to highlight its ‘value for money’ range in its marketing campaign and that’s when its iconic tagline ‘I’m lovin’ it’ was born too.<br />      <div type="Youtube" id="ErnTTK7zOeU" title="Very funny Indian ad for Mcdonalds-Doctor" thumbUrl="https://i.ytimg.com/vi/ErnTTK7zOeU/mqdefault.jpg"></div><br />“It was time to create a strong brand-connect with consumers for a brand that was unknown in India before that. So, we launched several campaigns, the one campaign that comes to mind is ‘McDonald's mein hai kuch baat’. Those were the early days of laying the foundation for the brand in India. The second phase was more about making it affordable for the masses. McDonald's is a democratic and a mass brand and we also felt that at some point in time, it was important to lay a broader appeal. And that's when we can came up with many campaigns around happy price combos. One such campaign was <a href="https://www.behance.net/gallery/2039247/McDonalds-Happy-Price-Menu">Aapke zamane mein, baap ke zamane ka daam</a> (prices from your father's era, in your era). It was a really stellar campaign with a broad-based appeal.”<br />      <div type="Youtube" id="gk5ZiuFhwxI" title="McDonalds India Ad-1997" thumbUrl="https://i.ytimg.com/vi/gk5ZiuFhwxI/mqdefault.jpg"></div><br />After localising the menu and introducing affordable offers, McDonald’s started focusing on establishing itself as a FoodTech platform. As per Arvind, it was one of the first companies in India to offer home delivery services. “Our early campaigns focused on making the brand more affordable and then it was accelerating to kind of a food tech image. We scaled up on McDelivery. We also launched McCafe around that time, which added a whole new dimension and a whole new vision,” said Arvind.<br />      <div type="Youtube" id="HKXeMCL5b2Q" title="McDonald's McDelivery | McDelivery Online | McDonald's India" thumbUrl="https://i.ytimg.com/vi/HKXeMCL5b2Q/mqdefault.jpg"></div><br />Cut to the pandemic which brought with it a time when all marketing playbooks felt redundant. Even India’s oldest brands were struggling to survive during the initial phases of the lockdown. As the government eased lockdown, the QSR industry left no stone unturned in doubling down on their ‘doorstep and contactless delivery’ proposition. <br /><br />McDonald’s also revamped its marketing strategy; from focusing on creating happy memories, affordability and home-delivery before the pandemic, it started assuring its consumers about its safety practices and focused on empathy after the pandemic. <br /><br />Arvind said, “In the post-pandemic phase, the brand has gone to the next level, we have really amped up on our omni-channel convenience. Delivery is a very important lever for the business today. Over the last two years, we went to the consumer with our golden guarantee campaign. And that went a long way in reassuring consumers in the context of the pandemic, telling them food is safe to eat and also talking about stringent quality standards and safety standards the brand has always had, which elevated during the pandemic. Also, in the post pandemic era, it's important for brands to be empathetic, not to be tone deaf to what's going out there, and tweak their marketing messaging, marketing mix, to kind of be more relevant to today's context.”<br />      <div type="Youtube" id="5Qzw-yqjkxw" title="Safety and Hygiene | McDonald's Golden Guarantee | McDonald's" thumbUrl="https://i.ytimg.com/vi/5Qzw-yqjkxw/mqdefault.jpg"></div><br />Today, home delivery contributes around 40-45% to McDonald’s business and its drive-through services were first to recover post-lockdown. So, the brand started positioning itself as a convenient omni-channel service.<br /><br />Sharing how convenience has taken the center stage today in its communication, Arvind said, “We were the first QSR brand to launch McDelivery in India, and we have been consistently at it to kind of grow it. Pre-pandemic, about 20-25% of the business was delivery and now 40-45% of the business comes from delivery. In fact, our overall convenience channels, which is our delivery, our drive through, our on the go is upwards of 50-60%. So in essence, McDonald's has kind of transformed itself over the years into an omni channel, convenient brand and that's quite important for consumers of today.”<br /><br />To celebrate these milestones and commemorate its 25 years of existence in our country, McDonald’s has launched a new campaign called ‘25ActsofHappy,’ a gourmet range of burgers and healthy beverages. <br />      <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div><br />Explaining the thought behind its 25th anniversary campaign, Arvind said, “All kinds of consumers have had wonderful memories of the brand built over the last many years. And our 25 years is all about those happy memories. What we are saying is, we will do 25 acts of happiness over the next one year. And the first such Act has happened, which is all about building memories at McDonald's and bringing them alive. The next such act will happen later in November. So through these 25 acts over the next one year, we want to celebrate the brand and the fandom that McDonald's has among the consumer.”<br /><br /><strong>Capturing newly-entered territories</strong> <br /><br />If Arvind is to be believed, Mcdonald’s is just getting started! In its next phase of growth, the QSR giant aims to expand its presence further into the country and capture the coffee and fried chicken market. <br /><br />According to Edelweiss Securities report, India’s quick-service restaurant (QSR) market is expected to clock a compound annual growth rate of 23% between 2021 to fiscal year 2025. As per Technopak, India’s food services market was estimated at ₹4,236 billion in FY20.<br /><br />“We plan to open about 25-30 stores every year and are broadly open to emerging retail opportunities. Apart from metros like Mumbai and Bengaluru, even the smaller towns are doing very well. As an example, our drive throughs in some of the smaller towns were the first to recover post pandemic and they went up to over 50% of their original pre-pandemic sales. Our new products like McSpicy fried chicken are higher in demand in smaller towns, especially in the South,” said Arvind. <br /><br />Talking about the next phase of growth, Arvind added, “Future McDonald's would be something that plays across multiple dimensions. The first dimension would be categories, where we build leadership in burger, chicken and coffee. The second dimension would be across different dayparts. We are uniquely positioned as a brand to play across breakfast, lunch, snack, dinner and post dinner. And we have got burgers and beverages that are relevant across these day parts and that's such an important differentiator for the brand.”<br /><br />With its glocal approach and affordable options, McDonald's has quietly made inroads into desi households in these last 25 years and has built a brand connect that is here to stay.<br />

How to win over a challenging market as India: Inside McDonald’s success story

Technological innovations in the food industry have changed how humans consume. From food, to water and even air, technology is behind every human need possible.<br /><br /> <br /><br /> While Reverse Osmosis technology has made sure that water is safe to drink, air purifiers are making the busiest cities in the world a little more breathable than before, Tetra Pak has revolutionized the global food industry as we know it.<br /><br /> 
	
	
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<br /> Tetra Pak is known for Protecting What’s Good <a name="_GoBack"></a>and consumers all over the world depend on the company for safe milk, juices and other foods. While the company is known for its dependable six-layer packaging solutions all over the world, what a lot of consumers may not know is that Tetra Pak stands for much more than just a carton.<br /><br /> Tetra Pak’s journey with India began thirty years ago when it started operations here in 1987. <br /><br /> It was the first Carton Packaging Company in India and was welcomed by many opportunities as well as challenges when it came to making food safe and available everywhere across the country.<br /><br /> 
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
  
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<br /><br /> In the past thirty years Tetra Pak has collaborated with all the leading Food and Beverage industry majors like Amul, Parle Agro, Dabur, Coca-Cola, PepsiCo, Karnataka Milk Federation and <keyword id="6355394" type="ORGANIZATION" weightage="20" keywordseo="united-spirits">United Spirits</keyword> (Diageo) to enter our lives through different packaging formats.<br /><br /> From what’s popularly known as the tetrahedron-shaped ‘samosa’ packs to the 100 ml pouch-shaped packs to the free-flowing <keyword id="5289153" type="ORGANIZATION" weightage="20" keywordseo="tetra-prisma-aseptic">Tetra Prisma Aseptic</keyword> carton launched recently by Paper Boat, and even replacing cans with the soon to be launched <keyword id="5289151" type="PERSON" weightage="20" keywordseo="tetra-recart">Tetra Recart</keyword>, the company is increasingly understanding the Indian consumer need and working with its partner companies to be future-ready.<br /><br /> In the past thirty years the company has created more than twenty different shapes and sizes with different kinds of openings and closures and other innovations, to cater to different consumer needs. Tetra Pak works closely with the country’s leading brands to understand the needs of the marketplace and end-consumers and then feed these valuable insights back to their global R&amp;D centres to literally determine the future (shape, functionality, environmental profile etc.) of packages.<br /><br /> "<a href="http://www.business-standard.com/search?type=news&amp;q=india">India </a>is one of our fastest growing markets and we are very upbeat about the opportunities that it offers. Our investments here underscore that point, and reflect the positive sentiment we hear from our customers, both here in <a href="http://www.business-standard.com/search?type=news&amp;q=india">India </a>as well as in other parts of Asia. Since I joined Tetra Pak more than three decades ago, <a href="http://www.business-standard.com/search?type=news&amp;q=india">India </a>has been the market to watch. It is set to play an important role in the next phase of growth for our company," said Dennis Jonsson, President and CEO, <keyword id="1688866" type="PERSON" weightage="20" keywordseo="tetra-pak-group">Tetra Pak Group</keyword> as he commemorated the company’s thirty year journey in India.<br /><br /><br /> <b>From farm to table</b><br /><br /> <br /><br /> For those of you who have long believed that Tetra Pak is the name of the package itself, you are in for a huge surprise. Tetra Pak, in fact is a complete and only end-to-end solutions provider for the F&amp;B industry in India. <br /><br /> <br /><br /> From helping dairy farmers develop and improve local milk production through sister company, De Laval, to helping customer brands process, package and market this milk to consumers, to even helping the consumers responsibly dispose of used Tetra Pak cartons, Tetra Pak has a solution for every step of the value chain. <br /><br /> <br /><br /> Take its Marketing Services programme for example, which provides tailor-made support to food and beverage brands in the challenging world of product innovation.<br /><br /> <br /><br /> The full programme includes working with the customer to understand their ambition, exploring potential opportunities, defining brand positioning, prototyping product formulations, designing the package, supporting the launch, evaluating consumer feedback and then refining the product until it achieves market success. Phew! <br /><br /> <br /><br /> “For years, Tetra Pak has shared market insights and product concepts with customers. Now, with Marketing Services, we are able to support brands in a more collaborative, comprehensive and cohesive way,” explains Libby Costin, Vice President, Marketing for <keyword id="52011" type="CITY" weightage="20" keywordseo="South-Asia">South Asia</keyword>, East Asia and Oceania for Tetra Pak. “Each one of our customers has their own, very different opportunities and challenges. Marketing Services can be tailored to suit every brand, helping the customer deliver innovative product solutions that meet their own needs, as well as those of the consumer.<br /><br /> <br /><br /> From changing how we consume milk and juices the company now provides processing and packaging solutions to a range of foods and beverages like Lassi, Oral Rehydration Solutions (ORS), coconut juice, flavoured milk and even liquor to ensure purity and food safety across segments.<br /><br /> <br /><br /> Tetra Pak has not only helped create these categories but the company is also co-developing and testing the product that goes inside it. For example, a malt based drink that can replace a meal, an aam panna drink for a leading beverage brand, milkshakes, and even ice-creams and kulfis etc. that have been created for some of the most well-known brands in the country.<br /><br /> <br /><br /> Once a customer zeroes in on a concept and is ready to launch, in comes Tetra Pak’s state-of-the art processing and packaging technology that helps the brand not only create the safest possible liquid foods, but also keep it safe all the way to the consumer’s home. <br /><br /> <b></b>
	
	
	
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<br /> “We ensure food safety and work towards minimizing operational costs to ensure that our customers remain competitive in the market which means improving equipment performance, reducing environmental footprint of machines, localizing manufacturing, and more,” says <keyword id="1042402" type="PERSON" weightage="20" keywordseo="kandarp-singh">Kandarp Singh</keyword>, Managing Director, Tetra Pak South Asia Markets <br /><br /> <b></b><br /><br /> Does the job end with selling the equipment to its customers? Tetra Pak believes otherwise. Like we said, it is an end-to-end solutions provider which means that its involvement in the customer’s success goes beyond just equipment sales. Tetra Pak Services' offerings, for example, include a wide variety of products and services, such as consumables, upgrades, personnel evaluation and customized training, remote equipment monitoring and remote support, and consulting. The expanded services focus on helping food and beverage plants deliver safe, high-quality products while reducing costs and environmental impact, and are available for plants that use Tetra Pak processing and packaging equipment, as well as other brands which means that they are fully involved in the manufacturing processes that ensure that the packaged food is completely safe. <br /><br /> <br /><br /> “If you thought we are just a package, we are much more – we are the only end-to-end solutions provider for the F&amp;B industry today,” said Kandarp Singh, MD, South Asia Markets, tracing the double digit growth of the company over the past years. <br />
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Protecting What’s Good, inside and out

<br /> Executive Director (R&amp;D), TSR Murali, the brain behind Kurkure and Aliva, has quit <keyword id="110163" type="CITY" weightage="100" keywordseo="PepsiCo-India">PepsiCo India</keyword>, a person familiar with the matter told TNN. He said Murali was one of the most important in the country’s efforts to spawn innovations in its food business.<br />
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The high profile exits come at a time when the sales of soft drinks are slowing down in the country. Several executives in charge of key functions left the company recently while a few others are waiting in the wings, said people familiar with the matter, citing the frequent restructuring in the Indian subsidiary of the New York-based food and beverage giant.<br />
<br /> PepsiCo veterans <keyword id="2933728" type="UNKNOWN" weightage="100" keywordseo="Meghnad-Mitra">Meghnad Mitra</keyword>, who worked as senior director, planning and strategy , at the company , and <keyword id="150453" type="PERSON" weightage="20" keywordseo="Sunil-Duggal">Sunil Duggal</keyword>, director of corporate affairs, who was responsible for liasoning with Indian government and industry bodies on behalf of the beverage major have also put in their papers recently .<br />
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A PepsiCo India spokesperson told TNN: "While senior and middle management levels do witness churn, we are pleased by the fact that we have been able to fill most of these positions internally which speaks for our talent pipeline created by our robust leadership development model and people plans. PepsiCo India has over a period of time built a very strong pipeline by giving people a mix of different critical experiences within PepsiCo India and internationally and continues to do so.”<br />
<br /> The company faced a churn of senior and mid-level executives from both its marketing and sales division when it divested its north India bottling operations to <keyword id="13319" type="PERSON" weightage="100" keywordseo="Ravi-Jaipuria">Ravi Jaipuria</keyword>'s <keyword id="477661" type="UNKNOWN" weightage="80" keywordseo="RJ-corp-">RJ Corp </keyword>in November last year. The deal saw PepsiCo handing over four plants and two co-packing units across six states. Around 900 direct employees of the company were affected by the deal. Glitches dogged PepsiCo till March this year when it had to pay sizeable compensations to the workers at most of the transferred plants in a bid to make them to start production for RJ Corp.<br />
<br /> Industry experts said PepsiCo's "Power of One" strategy, which has also come under fire from activist investors, is one of the main reasons behind employee dissatisfaction at the company .Earlier, operations were divided into two individual entities at PepsiCo--food (FritoLay India) and beverages (PepsiCo India Holdings) --with individual leaders at the helm. Then, led by PepsiCo's long-term CEO <keyword id="6421975" type="PERSON" weightage="100" keywordseo="Indra-Nooyi">Indra Nooyi</keyword>, the company merged its foods and beverages businesses in many markets with the idea that selling food and beverages as part of a single portfolio will give the company more leverage to take on rivals such as <keyword id="6391475" type="CITY" weightage="20" keywordseo="Coca-Cola">Coca-Cola</keyword>, which only sells beverages.<br />
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PepsiCo India facing HR challenge with top level resignations

<ul class="summary-list"><li>Tourism is a big part of the local economy in <keyword id="6070" type="CITY" weightage="60" keywordseo="Jackson">Jackson</keyword>, Wyoming.</li><li>Business Insider spoke to a variety of hospitality leaders in the town to find out how they are weathering the pandemic — and how they are preparing for the summer season.</li><li>Restaurant owners expressed gratitude to locals for keeping them afloat during lockdown.</li><li>Hotel owners, meanwhile, are looking ahead to domestic road trippers as the core of their business through the summer.</li><li><a href="https://www.businessinsider.com/?hprecirc-bullet">Visit Business Insider's homepage for more stories</a>.</li></ul><p>Jackson, Wy. — With the white-capped Teton Mountain range rising up in the distance, a road trip to <keyword id="747929" type="PERSON" weightage="60" keywordseo="Jackson-Hole">Jackson Hole</keyword> feels a bit like stumbling onto a lost world.</p><p>The city of Jackson, population 10,000, is the main town in Jackson Hole. It has a clear advantage when it comes to drawing tourists: It is the gateway to not only <a href="https://www.nps.gov/grte/index.htm">Grand Teton National Park</a>, but also to <a href="https://www.nps.gov/yell/index.htm">Yellowstone National Park</a>, its sulfur-laced cousin. A swell of nearly <a href="https://www.visitjacksonhole.com/media/fact-sheet">2.6 million tourists</a> flood Jackson each year. In the winter, there's skiing at the area's <a href="https://www.jacksonholechamber.com/winter-activities/skiing-snowboarding/">three ski resorts</a>, sledding, snowshoeing, and dog-sledding tours to choose from. In the summer, there's hiking, biking, and sights at the national parks.</p><p>Tourism is key to the local economy. <a href="https://www.jacksonholechamber.com/blog/six-fun-travel-facts-in-honor-of-national-travel-and-tourism-week-in-wyomin/">According to the Jackson Hole Chamber of Commerce</a>, tourists spent approximately $1.24 billion in the 2018-2019 tourism season and created 8,950 tourism-related jobs, accounting for 27% of Teton County's private industry employment.</p><p>But this year, the restrictions associated with the global <keyword id="1754604" type="PERSON" weightage="60" keywordseo="coronavirus">coronavirus</keyword> pandemic are fostering anxiety for businesses about summer tourism. </p><p><div type="image" title="Jackson Hole" height="3538" width="4717" msid="75685521" hostid="261"></div></p><h2>'Stay safe and stay home'</h2><p>The messaging of Jackson Hole's <a href="https://www.visitjacksonhole.com/">tourism</a> board, which usually urges visitors to "stay wild," has shifted to "stay safe and stay home."</p><p>Anna Olson, president and CEO of the Jackson Hole Chamber of Commerce, told Business Insider that city officials took a "proactive start" in shutting down businesses, ski resorts, and properties early on in the pandemic. On March 30, the county and city employed a stay at home <a href="https://www.jacksonholechamber.com/business-membership/advocacy-education/">order</a>. While the official mandate expired on April 30, tourists were told to self-quarantine for two weeks upon arrival. That order expired May 8.</p><p>As of this article's publication, seven <a href="https://teton-wy-ema.maps.arcgis.com/apps/MapSeries/index.html?appid=74c5259d154446aa9afc5916ac67055e">COVID-19 deaths have been reported in Wyoming</a>, a state of <a href="https://www.census.gov/quickfacts/WY">approximately 579,000 people</a>. One of those deaths is in Teton County, where Jackson is located. While the area is not a hotbed of virus activity, an influx of tourists could change that, and the city's only hospital — <a href="https://www.stjohns.health/">St. John's Hospital</a> — is not equipped to handle a breakout.</p><p>While keeping tourists away from the town may help keep the virus contained, such a decision stands to take a toll on businesses.</p><p>"Eighty percent of our town budget …  is from sales and use [tax] and lodging tax," Olson said. "They are the only two sources of major income within our community."</p><p>For now, many <keyword id="6368036" type="UNKNOWN" weightage="60" keywordseo="hotels">hotels</keyword> are entering a new phase. Business Insider spoke to five restaurant and hotel owners in the town of Jackson to understand how they're preparing for a summer season without knowing what, exactly, lies ahead.</p><h2><strong>Hotels are reopening with an eye on domestic road trippers</strong></h2><p>Sadek Darwiche is the general manager of <a href="https://www.hoteljackson.com/">Hotel Jackson</a>, a locally owned boutique hotel where rooms start around $630. He told Business Insider that the hotel, which was founded by his family, has had to make several abrupt pivots recently.<strong> </strong></p><p><div type="image" title="Sadek Darwiche, Hotel Jackson General Manager" height="2500" width="1666" msid="75685522" hostid="261"></div></p><p>"We basically went from being very busy to completely shutting down in a very short period of time and then … to refunding," said Darwiche.</p><p>The hotel and its <a href="https://www.hoteljackson.com/eat-drink/figs">FIGS</a> restaurant, which serves Lebanese-Mediterranean cuisine, is in the center of Jackson, just a block from the famous elk antler arches in the town square. FIGS is currently serving curbside.</p><p>The hotel also reopened recently, said Darwiche, with the hope of getting "back into the groove of things" and bringing back frontline staff before receiving new reservations. They are deep-cleaning rooms to prepare for the upcoming demand, which they anticipate to be a significant "drive and regional market."</p><p>With some bookings beginning to show up in the short term and some for late summer, the "big unknown" is the time between for Darwiche. "We're certainly well below our pace for what we had done last year and where we think we'd like to be, so it's a little scary, quite honestly." </p><p>Despite that fear, Darwiche said he remains "cautiously optimistic."</p><p>A couple blocks away, <a href="https://anvilhotel.com">Anvil Hotel</a> — a boutique hotel inspired by the American west, with rooms starting around $240 — is also working to meet the COVID-19 era head on. "Effectively, the business is non-existent right now," said Erik Warner, owner of Anvil Hotel and cofounder of <a href="http://eaglepointhotels.com/">Eagle Point Hotel Partners</a> and <a href="https://sightlinehospitality.com/">Sightline Hospitality</a>.</p><p>"We are hoping that restrictions are eased nationally and locally to such an extent [that] travelers feel comfortable booking hotel rooms and tables at <keyword id="34615" type="ORGANIZATION" weightage="60" keywordseo="restaurants">restaurants</keyword>," Warner told Business Insider. Anticipating "pent up demand," he said he's bringing back his teams at both the hotel and restaurant for Memorial Day weekend.</p><p><div type="image" title="ANVIL   exterior bikes" height="3141" width="4188" msid="75685523" hostid="261"></div></p><p>To do this, he said they're operating on "the new norm," which includes instituting social-distancing rules and only accepting reservations at their Italian restaurant, <a href="https://anvilhotel.com/dining/glorietta/">Glorietta</a>. Wagner also said they are becoming entirely contactless. Guests, he said, will be allowed to "check-in online, access their room without going to the front desk, communicate via text or FaceTime any of their needs at any time, order room service, and check-out." This is partly possible, he noted, because they were formerly a motel, leaving all rooms accessible from the outside.</p><p>Like Darwiche, Warner is anticipating seeing domestic road-trippers at his hotel this summer: "I think there is going to be an onslaught of travelers to the area from not only the region but all over the country." </p><p>Further to the south at the base of <a href="https://en.wikipedia.org/wiki/Snow_King_Mountain">Snow King Mountain</a>, a similar story unfolds.</p><p>With luxury condos for long-term stays and rooms and suites starting around $220, the <a href="https://www.benchmarkglobalhospitality.com/">Benchmark-owned</a> <a href="https://www.snowking.com">Snow King Resort </a>is popular with the skiing crowd. This year, though, the resort had to temporarily close its door on March 20. Gregg Fracassa, the resort's general manager, described the lasting effects COVID-19 has had on the business.</p><p>"We have lost a majority of our group business for the year and will need to rely on short-term transient demand to help keep our team employed," Fracassa told Business Insider.</p><p>Fracassa said the resort plans to reopen on May 21 and that some "key employees" are being brought back.</p><p><div type="image" title="Snow King Resort Photo Fire Pits" height="3837" width="5115" msid="75685524" hostid="261"></div></p><p>Snow King Resort plans to progressively reopen rooms in its north and south wings. They are implementing new policies and sanitizing procedures. "Our dining room will be open and outdoor patios open, but with state-standard social distancing standards and guidelines," said Fracassa. "We will offer food and beverage service to the rooms in the form of a market bag left at the door, as well as pick up and grab 'n go options."</p><p>In the meantime, they are working to rebook guests who had to cancel and waiving penalties.</p><p>As for his outlook on the future, Fracassa believes the phased reopening of the national parks will attract road-trippers. "This area of the country is breathtakingly beautiful," he said, "and I believe [it] will provide a much-needed getaway and therapeutic escape to nature for many people, providing a perfect change of scenery with wide open spaces."</p><h2><strong>Restaurants are reinventing themselves</strong></h2><p>Where many of Jackson's hoteliers pointed to domestic road trippers as their biggest potential source of business this summer, the restaurant staff Business Insider spoke to highlighted the Jackson locals as the force that has helped them stay open thus far.</p><p><a href="https://bluecollarjh.com/">Blue Collar Restaurant Group</a> is a family-run Jackson Hole collection of restaurants, which includes the popular Liberty Burger, a block from the Jackson town square. As group spokesperson — and daughter of owners Denise and Joe Rice — Nicole Davis told Business Insider, "We are looking at numbers that are 80% lower than our normal business numbers."</p><p><div type="image" title="Nicole and Denise Rice" height="531" width="708" msid="75685525" hostid="261"></div></p><p>Davis said that the group's Jackson restaurants are now operating on a limited service, offering curbside pickup and delivery through Uber Eats.</p><p>"The locals are our bread and butter," Davis added. "We wouldn't survive without them."</p><p>She noted that many local businesses have been buying gift cards from restaurants to give to hospital workers. "We also have local businesses that will call and give us $100 and say take $10 off the first 10 orders placed tomorrow," said Davis.</p><p>For now, they are waiting on a green light to open.</p><p>A little further to the south in Jackson is the James Beard semi-finalist, <a href="https://persephonebakery.com/pages/contact">Persephone Bakery</a>. The bakery, which normally has a packed indoor seating area and a bustling outdoor deck, is navigating its many restrictions.</p><p>"We have closed two of our three locations," said Ali Cohane, who co-owns Persephone's two locations and a restaurant called <a href="https://picnicjh.com/">Picnic</a> with her husband. Slow business meant only one Persephone could remain open. The pandemic has also disrupted plans for a new fine dining restaurant.</p><p>Like other restaurants, they shifted to curbside pickup and delivery. It proved to be a move for which, thanks to the high seasonal demand they usually see, they were already prepared.</p><p>"We get so busy in the summer that we try not to alienate our local customers," said Cohane. Locals are already used to ordering by app to avoid the lines.</p><p>Cohane hopes to reopen by May 15 — but even that won't come without its own challenges. "At our opening we're going to have to decrease our occupancy by 50% by taking out tables for social distancing," she said.</p><p>"Jackson is tough," Cohane said. "I mean, our rents are very high." High summer sales, she added, are what "gets us through the rest of the year."</p><h2>The brink of stabilization</h2><p>While the future in Jackson, as in much of the U.S., is unclear, hope persists. One of the big unknowns at this point is what, exactly, the summer season is going to look like.</p><p>"What we don't know right now, to be honest, is demand," said Olson, who expects <keyword id="6354692" type="UNKNOWN" weightage="60" keywordseo="Travel">travel</keyword> to start regionally first. "We know that the National Park product is very desirable to the domestic market."</p><p>In the meantime, the city is engaging its emergency planning services. Jackson is located in an area that could have forest fires or avalanches, Olson said, and because of that, the city has to have strong emergency planning. Olson noted that the city is coordinating a large order of gloves, masks, and thermometers on behalf of local businesses.</p><p>"We had the urgent phase, we had the stabilization phase, and then the recovery," said Olson. "We are on the brink of stabilization as we see it."</p>Read the original article on <a href="https://www.businessinsider.com/how-jackson-wyoming-is-preparing-for-summer-tourism-season-2020-5">Business Insider</a>

Jackson, Wyoming's economy has a tourism-sized hole in it. Here's how the city's restaurants and hotels are gearing up for an unpredictable summer season.

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>Thomson Reuters</span></p><p class="caption">The shadow of a Royal New Zealand Air Force (RNZAF) P3 Orion maritime search aircraft seen on low-level clouds during a search of the southern Indian Ocean for missing Malaysia Airlines Flight MH370.</p></div><p></p></div></div><span><span>Aviation experts are getting closer to identifying bits of wreckage that were found washed up on a French island in the Indian Ocean yesterday.</span></span></p><p>They think it could be from the missing Malaysia Airlines flight MH370, which disappeared more than a year ago.</p><p>Oceanographers have said it's plausible that part of the debris from the missing plane could have made its way into the area where the wreckage was found.</p><p>But the reason we don't know for sure yet is this: The ocean currents work like a pinball machine, swirling and scattering items that may have landed there hundreds of miles apart, in weeks, Erik van Sebille, an oceanographer at the University of New South Wales in Sydney, <a href="http://www.csmonitor.com/World/Latest-News-Wires/2014/0325/Malaysia-Airlines-Flight-MH370-Why-crash-location-is-hard-to-pinpoint">told the Christian Science Monitor</a>.</p><p>So although scientists have an estimate of the plane's flight path via its satellite data, they still have to trace any remains they find using the data they have on ocean currents and wind.</p><p>That's hard work.</p><p>"You're looking for those two paths to intersect and that would be your starting point, but there'd be many, many variables, estimations and tolerances in both of those paths," van Sebille said.</p><p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Google Maps / Business Insider</span></p></div><p></p></div></div></p><p>Luckily, oceanographers can at least say that the general water flow in that part of the ocean would have taken wreckage counterclockwise, towards the area where the debris was found.</p><p>The pattern the water circulation forms in that region is called the <a href="http://oceanmotion.org/html/background/wind-driven-surface.htm">Indian Ocean Gyre</a>, one of five of the major ocean gyres of the world that scientists have identified so far. Here it is on a map:<div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Arizona State University</span></p></div><p></p></div></div>The Indian Ocean Gyre is host to one of the world's growing collections of <a href="http://mashable.com/2014/04/03/missing-malaysian-plane-trash-oceans/" target="_blank" data-crackerjax="#post-slider">oceanic plastic garbage patches</a>, where non-biodegradable plastic from drink containers and industrial waste gets caught up and stuck in an endless loop current.</p><p>A map from the University of Western Australia illustrates this:</p><p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>University of Western Australia</span></p></div><p></p></div></div></p><p>And aside from the debris path making sense, the wreckage that was found seems to match a Boeing 777 airplane.</p><p>Malaysia's deputy transport minister says it is "almost certain" that the <a href="http://www.businessinsider.com/plane-wreckage-found-in-indian-ocean-near-reunion-island-could-be-from-missing-flight-mh370-2015-7">wreckage found on Reunion island</a> in the Indian Ocean this week is from a Boeing 777 - the same type of aircraft as missing Malaysia Airlines Flight MH370.</p><p>This matches <a href="http://www.businessinsider.com/report-investigators-aircraft-debris-was-the-same-model-as-mh370-2015-7">what an unnamed official told the Associated Press</a> on Wednesday after the debris was discovered on the island near Madagascar. The official told the AP that air safety investigators had a "high degree of confidence" that photos of the wreckage showed a part from the aircraft's wings that is unique to the Boeing 777.</p><p>The fact that investigators and officials are fairly confident that the debris is from a Boeing 777 is significant because MH370 is the only missing plane in the world of that model. But recovering the rest of the plane is still a long shot - former National <keyword id="34991" type="ORGANIZATION" weightage="60" keywordseo="transportation">Transportation</keyword> Safety Board official <a href="http://abcnews.go.com/International/mh370-debris-found-indian-ocean-sparks-speculation/story?id=32762044" target="_blank">Tom Haueter told ABC News</a> that the wreckage was unlikely to lead investigators to the rest of the aircraft because it had been floating around the ocean for more than a year.</p><p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Reuters</span></p><p class="caption">French gendarmes and police inspect a large piece of plane debris which was found on the beach in Saint-Andre, on the French Indian Ocean island of La Reunion, July 29, 2015.</p></div><p></p></div></div>But more debris may turn up - <a href="http://www.businessinsider.com/luggage-has-washed-up-on-island-where-possible-mh370-debris-was-found-2015-7">a piece of luggage washed ashore</a> on Reunion Island near where the plane debris was found, though it was unclear whether it was connected to the missing plane.</p><p><div class="KonaFilter image-container display-table float_right"><div><div class="image"><p class="source"><span>Reuters</span></p></div><p></p></div></div>Australia's deputy prime minister Warren Truss <a href="http://www.breakingnews.com/topic/malaysia-airlines-loses-contact-with-flight-march-8-2014/">confirmed</a> that the debris could have reached the island, saying "a piece of debris could have floated a very, very long way in 16 months."</p><p>The discovery is being treated as a "major lead" in the MH370 search, Truss said during a news conference.</p><p>"This is obviously a very significant development," he said.</p><p>Xavier Tytelman, a former French military pilot who now specializes in aviation security, <a href="http://www.telegraph.co.uk/news/worldnews/asia/malaysia/11771229/MH370-wreckage-found-on-Reunion-matches-Malaysia-Airlines-flight.html">told The Telegraph</a> that he also thought the wreckage could be from the plane.</p><p>"Police in Reunion examining the wreckage say that it looks like it's been in the water for around a year, which again would fit with MH370," he said. "We can't say for certainty, but we do think there is a chance that this is it."</p><p>Investigators may be able to tell the age of the debris based on the barnacles that are attached to it. A marine expert <a href="http://www.businessinsider.com/luggage-has-washed-up-on-island-where-possible-mh370-debris-was-found-2015-7">told a local news outlet that</a> the barnacles on the Reunion Island debris appeared to be about a year old, which would fit the date of the supposed crash.</p><p>MH370 disappeared on March 8, 2014, while flying from Kuala Lumpur, Malaysia, to Beijing. It had 239 passengers and crew on board.</p><p>Crews have been searching the southern Indian Ocean near Australia for any sign of the missing plane and have so far been unable to conclusively identify any debris belonging to the aircraft.</p><p><em>Benjamin Zhang contributed to this report.</em></p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/future-marine-life-climate-change-2015-7">This animated map shows how different our oceans will be by 2050</a></h3>        <div>            <div>        <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="1xdmQ0djpk7m58pv-9mQkozUGf2a9GmO" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div>        </div>        </div>            </div>

Here's why it's so tough to confirm that the recently discovered debris belongs to missing Flight MH370

I shopped at Aldi and Lidl to see which grocery store was better, and the newer chain was clearly superior

Working at <keyword id="6391475" type="CITY" weightage="20" keywordseo="Coca-Cola">Coca-Cola</keyword> is a dream for every B-school student, and this dream turned true for <keyword id="3533026" type="UNKNOWN" weightage="20" keywordseo="anish-barjatya">Anish Barjatya</keyword> – a second year PGPM student specializing in Marketing at MDI, one of the best B-schools in the country.<br />
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Sailing through a tough selection criterion, he became one of the 21 students from India’s top 8 B-Schools to bag an internship offer with one of the biggest and the most recognizable brands in the world. In short, he had nailed it! <br />
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Here’s Anish recounting what he calls “The Best Time Of His Life” - "Most students my age have grown up sipping on a Coke, Thumbs Up, Sprite, Fanta, Limca or Maaza and simply loved savoring these enticing drinks that have been household names in India for decades. Coke’s TVCs “Thanda Matlab Coca-Cola”, “Open Happiness”, “Taste The Feeling” have struck a chord with millions, and every person in this country has been touched by this Beverages Major in some way or the other. I was soon going to be on the other side to see how they make it happen." <br />
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<strong>-So, here’s a little about how my first week went by</strong><br />
We entered the Coke Office, was greeted with some spectacular goodies from where we walked towards a lounge - especially for interns. There were personalized wall pictures of every intern and welcome messages hanging for us throughout the office. Wow, could the start be more welcoming?<br />
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It was induction time for us that went on for over a full week. We were made to visit bottling plants, attend ‘Support My School’ – a CSR Initiative and carry out several market visits. But what helped us more was the numerous sessions we had with some of Coke’s Senior Managers, Vice Presidents and the CEO himself - Venkatesh Kini during our journey. All this was intercepted by lot of fun activities, banter and informal interaction with the employees at Coke. Every conversation added to our learning experience here. <br />
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<strong>-The Work Culture simply made it a great journey</strong><br />
It was absolutely great to see how Coke sees no difference between an intern and an employee, and that for me was the biggest differentiator with other companies. Everyone here wanted us to get the most out of the ‘MANTRA internship program’ that we were a part of. No wonder then, this company probably has the best mix of culture, people and opportunities in the FMCG industry. We learnt a rather surprising fact - Coca-Cola in India has only about 200 employees owing to the unique franchise-led bottling model. This model lets every employee in the company be a leader in his/her own right and take responsibility from the time they start out as a Coke employee. Therefore, you grow quickly and evolve both personally and professionally.<br />
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<strong>-Opportunities Galore</strong><br />
All interns at Coke are given live projects; of course they are highly critical to the company’s business and of high value. For me, working in an FMCG company this size, in a Marketing/Operations project, gave me a 360 degree perspective of how consumer companies and businesses operate. Let me explain you how –:<br />
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<strong>My market visits with none other than the Vice-President of Franchise Operations</strong> -<strong> Mr. <keyword id="3533024" type="UNKNOWN" weightage="20" keywordseo="bhupendra-suri">Bhupendra Suri</keyword></strong> was a great experience, and interacting with him made me understand that one must continuously learn in corporate no matter at whichever stage in your career you may be. Learning is always in the Market.<br />
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<strong>When I pitched my project ideas to the Bottling Franchise CEO in my project location market </strong>to get approvals for doing a pilot study, it was great exposure and I found it really exciting to show the benefits of my project ideas to the franchise on Coke's behalf. Such freedom and ownership is just spectacular!<br />
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<strong>When I could work with a Marketing agency to create my own sets of Point of Sale Merchandize </strong>to execute in the market and check consumer behavior aspects for my project - Seeing your ideas come to life is again truly spectacular feeling!<br />
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<strong>Cross - Functional Projects: </strong>Working on the project, you have to interact with multiple stakeholders within Coca-Cola and outside. My project allowed me to interact with managers of various other functions in Coke, and outside 3rd parties for planning and execution. This results in immense learning in all areas of business.<br />
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<strong>Leadership Opportunities: </strong>For the execution of my pilot project, I coordinated with no less than 50 front line sales people to coordinate the marketing execution of my project. I could also take the initiative and get approvals to hire and train upto 20 surveyors for my Consumer Behaviour Study. <br />
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<strong>Choice of Food, Conveyance, and Hotels:</strong> Coke leaves no stone unturned to ensure than interns get the best of everything while doing their projects. I could live in some of the best hotels, eat at some of the finest restaurants and take conveyance of flights, taxis etc as I deemed fit. No questions asked! Just get your reimbursements on time.<br />
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<strong>When I was guided by my mentor Mr. <keyword id="3533025" type="UNKNOWN" weightage="20" keywordseo="ravinder-bhatia">Ravinder Bhatia</keyword>, Director, </strong>it was an honor to learn from him. He always had time for me and my project, and was keen to discuss all possible ideas and weigh the pros and cons. He also pushed me to my limits and I started thinking bigger and breaking down all the perceived challenges to make it easy for myself. I will forever look upto him. <br />
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At my age, to be given the amount of freedom, ownership and authority on the project I was a part of was simply too good to be true! Moreover, imagine the amount of time, money the company invested in me and the effort my guides and other stakeholders involved in the project put to show me the right way of going about things – it’s something which is extremely hard, let’s say almost impossible, to get during a 2-month MBA internship in any Indian company. Also, where else do you see project presentations by interns handling top projects getting evaluated by the CEO of the company and the Leadership Council. Yes, it happens here! <br />
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<strong>- I have saved the best for the last – THE FUN PART </strong><br /> Coke is full of colour and zest. Friday Funda is one of the ways it pampers its employees. Every Friday, employees get free Coke products to take home and enjoy with their friends and family. Thanks to the awesome HR Team, I also had the chance to get Free VIP IPL Tickets, Meet Star Cricketers of Gujarat Lions and Kings XI Punjab, meet Celebrities, Attend Coke Studio, take part in Social Media Contests and relish Coke products while in office, as much as I wanted. This is not the end. In the last week, all the interns gathered together in the office from their respective project locations. It was PARTY TIME. All interns got their Personal Audio Visual shoots done by none other than <keyword id="131262" type="PERSON" weightage="20" keywordseo="Leo-Burnett">Leo Burnett</keyword>! <br />
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If I had it sum it all up, I’d say for me, Coke is the best company to intern with, a company with high degree of intrapreneurship and professionalism combined with lots of fun and energy. These two months were simply the best two months of my life.<br />

An MDI student who interned with Coca-Cola tells why those two months were 'The Most Precious' and 'The Best Time of His Life'

We are entering an Age of Complexity manifested by intensified economic unpredictability, tectonic demographic and technological shifts, and accelerating scarcity of resources. Adversity has become the new normal. The good news is that we humans are typically good at coping with adversity. From a biological perspective, humans are pre-programmed to react predictably to adverse—and even hostile—situations thanks to our well-perfected “fight-or-flight” instinct. Sadly, however, this preconditioned “fight-or-flight” reaction fails to produce optimal responses in today’s complex world. When we face an intractable problem many of us tend to throw in the towel quickly or keep on fighting the issue wishing it will vanish. Now visualize this: what if you could transcend this binary “fight-or-flight” reaction and uncover a “third way”—a new outlook that empowers you to see adversity as an opportunity for personal and collective growth? Adversity will suddenly morph into your ally—an ally that can ignite your ingenuity and drive you to the unearthing of revolutionary solutions that yield amazing value for yourselves and for humanity. You will become a modern day alchemist—one who can literally transmute adversity into opportunity. Such alchemists do exist—and many of them live in emerging markets like India.<br />
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<strong><em>Take Kanak Das, a young man who lives in Morigaon, a remote village in the northeast Indian state of Assam. Das got sick of riding his bicycle on poor village roads filled with potholes and bumps. Assume you were an R&amp;D engineer who works for <keyword id="6355174" type="CITY" weightage="80" keywordseo="Ford">Ford</keyword>, <keyword id="6355119" type="CITY" weightage="80" keywordseo="BMW">BMW</keyword>, or <keyword id="6374528" type="CITY" weightage="80" keywordseo="Toyota">Toyota</keyword> trying to design a car that can ride smoothly on such potholes-filled roads: your “fight” instinct would have told you to design better shock absorbers to overcome the bumps. But Das didn’t “fight” the bumps: instead, he used this constraint to his advantage by equipping his bicycle with a makeshift device that converts the shocks it gets into acceleration energy—enabling his bicycle to run faster on bumpy roads!</em></strong><br />
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Das literally transformed adversity into an opportunity to innovate and extract value from the very problem he confronted. Das epitomizes the spirit of <em>jugaad</em>. <em>Jugaad</em> is a hindi word meaning an innovative fix or an improvised solution born from ingenuity and cleverness. <em>Jugaad</em> is, quite simply, a unique way of thinking and acting in response to challenges; it is the gutsy art of spotting opportunities in the most adverse circumstances and resourcefully improvising solutions using simple means. <em>Jugaad</em> is about seeing the glass always half-full.<br />
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<strong><em>Jugaad </em>Innovators: The Modern Day Alchemists</strong><br />
 <em>Jugaad</em> is practised by almost all Indians in their daily lives to make the most of what they have. <em>Jugaad </em>applications include finding new shrewd uses for everyday objects—Indian kitchens are replete with empty soft drink or pickle bottles reused as containers for water, spices, or lentils— or inventing new utilitarian applications and ingenious solutions with everyday objects, like using cellphones to make “missed calls”.<br />
The entrepreneurial spirit of <em>jugaad</em> is not limited to India. It is widely practised across all emerging economies such as China, <keyword id="12925" type="ENTERTAINMENT" weightage="80" keywordseo="Africa">Africa</keyword>, and Brazil, where resilient entrepreneurs are also pursuing growth in difficult circumstances. The Brazilians have their own word for this resourceful approach: <em>jeitinho</em>. The Chinese call it <em>zizhu chuangxin</em>, or indigenous innovation (in contrast with <em>shanzhai</em>, meaning copycat versions of foreign-made products).  The Kenyans refer to it as <em>jua kali</em>. In our book Jugaad Innovation, my co-authors and I delved into the frugal and flexible mindset of thousands of ingenious entrepreneurs and enterprises around the world practicing <em>jugaad</em> to creatively address critical socio-economic issues in their communities. In Kenya, for instance, entrepreneurs have invented a device that enables bicycle riders to charge their cellphones while pedalling.<br />
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<strong><em>In the Philippines, Illac Diaz invented A litre of light—a recycled plastic bottle containing bleach-processed water that refracts sunlight, producing the equivalent of a 55-watt light bulb. This product—which costs only $1—is a boon for scores of Filipino families living in makeshift houses in off-the-grid shantytowns. And in <keyword id="15735" type="CITY" weightage="80" keywordseo="Lima">Lima</keyword>, <keyword id="6360497" type="COUNTRY" weightage="80" keywordseo="Peru">Peru</keyword> (a country with 98% humidity that receives only 1 inch of rain a year), the local university of engineering and Technology (UTEC) has designed advertising billboards that can generate up to 100 litres of potable water out of humid air each day.</em></strong><br />
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The <em>jugaad</em> innovators we studied all hail from different cultures and social and professional backgrounds. Yet they all share one unique quality: their uncanny ability to “make lemonade with any lemon” they are given. They are resilient entrepreneurs who overcame tremendous difficulties to invent ingenious solutions to vexing issues afflicting our societies. Like magicians, they conjured up these innovative solutions out of thin air—using meagre resources. Just as an alchemist can convert low-value metal into high-value gold, these frugal innovators can “do more with less”: they can create lot more value using far fewer resources.<br />
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<strong>What Makes Jugaad innovators— And Their solutions—Unique? </strong><br />
Despite their diversity, all the <em>jugaad</em> innovators—be they entrepreneurs or corporate leaders—we studied in India and other emerging markets all have the following unique personality traits in common:<br />
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<strong>They are empathetic </strong><br />
They recognize that their fellow citizens are suffering from adverse circumstances (e.g., poor access to healthcare or education services) and strive to lessen their pain. It is this compassion for other beings that sparks their own passion to discovering pertinent solutions to issues afflicting others.<br />
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<strong><em>For instance, Jane Chen, a Stanford MBA, was deeply moved by the fact that 20 million babies are born prematurely or with a low birth weight each year worldwide, and four million of them die, most in developing nations, because their parents can’t afford to maintain them in baby incubators, which are too expensive. To address this issue, Jane co-founded Embrace, which makes inexpensive portable infant warmers that low income mothers in rural India, China, and Africa can use to keep their premature babies warm, and thus save their lives. </em></strong><br />
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<strong>They are driven by a higher purpose </strong><br />
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<em>Jugaad </em>innovators are not driven by fame or money. Rather, they are motivated by the aspiration to build “a better world”. This higher purpose provides them great ethical clarity and serves as an inner compass that guides all their decisions and actions.<br />
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<strong><em>For instance, brothers <keyword id="299988" type="PERSON" weightage="80" keywordseo="Abhishek-Sinha">Abhishek Sinha</keyword> and Abhinav Sinha co-founded Eko to make <keyword id="6354241" type="COMPANY" weightage="80" keywordseo="Financial-Services">financial services</keyword> affordable and accessible to the 600 million Indians who can’t avail of banking services. Eko enables low income people to open a savings account in a kirana (neighborhood retail store) and then merely use a mobile phone to deposit/withdraw cash as well as send/receive money.</em></strong><br />
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<strong>They are nonconformists </strong><br />
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<em>Jugaad</em> innovators boldly challenge the status quo by relentlessly posing the question: “why not?” They exhibit what Samuel Taylor Coleridge calls “uncommon common sense”: they develop counterintuitive solutions that flout conventional wisdom or even turn it on its head.<br />
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<strong><em>For example, when <keyword id="6360722" type="PERSON" weightage="80" keywordseo="ratan-tata">Ratan Tata</keyword> announced his decision to produce the Nano industry experts and media analysts scoffed at the idea of making a $2,000 car, for which they believed there would be no market. But the maverick Tata stuck to his counterintuitive decision and he ended up creating not only a breakthrough car but he also shaped an entire new market for subcompact cars that western automakers are jumping into lately.</em></strong><br />
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<strong>They are ingeniously resourceful </strong><br />
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Just like MacGyver (the famed TV action hero who can escape from any predicament by improvising solutions using just his Swiss Army knife), <em>jugaad</em> innovators display great ingenuity in the face of challenges. They leverage their (inner) resourcefulness when they have no external resources to tap into. They embody the frugal “bricoleurs” whom the legendary anthropologist Claude Lévi-Strauss lauded in his seminal book La Pensée Sauvage. According to Lévi-Strauss,  a bricoleur taps into existing resources to quickly solve a problem—unlike an engineer who goes searching for the best resources available to design a perfect solution.<br />
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<strong><em>Mansukh Prajapati is one such bricoleur: a potter by training, he created Mitticool, the world’s “greenest” fridge made entirely of clay that consumes no electricity and is 100% biodegradable.</em></strong><br />
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<strong>They are adaptable</strong><br />
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<em>Jugaad</em> innovators possess an agile mindset that enables them to rapidly shift course and reach their objectives by trying out various approaches. They are not wedded to any specific approach or tool to solving problems. Their sense of purpose is steadfast (“make the world a better place”) but their method to serving that purpose is dynamic and constantly evolving. Hence, they are resilient and can “reinvent” themselves continually.<br />
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<strong><em>For example, Harish Hande founded Selco in 1995 to debunk the myths that poor people can’t afford <keyword id="6357019" type="UNKNOWN" weightage="80" keywordseo="solar-energy">solar energy</keyword> and cannot maintain sustainable technologies. Conservative banks refused to fund his start-up and he initially struggled to convince rural consumers to switch from cheap-but-polluting kerosene to solar systems. But Hande applied his flexible thinking to improvise an ingenious solution that involves a grassroots network of micro-entrepreneurs who charge, install, maintain, and collect payment for solar lighting systems that they rent to people in remote villages.</em></strong><br />
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These personality traits of <em>jugaad</em> innovators also pervade the clever solutions they conceive. All their astute solutions (products or services) share the following attributes:<br />
<br />
•   They deliver more value at less cost: Their ingenious solutions are low-cost (or much less expensive than alternative solutions in the market) and yet they offer much greater value for users. As a result, these solutions deliver “more value for less”. For instance, the embrace portable infant warmer costs less than $200—or 1% of the cost of western baby incubators priced at $20,000. More importantly, mothers can now hold against them their premature babies— dramatically boosting their chances of survival. That’s real value!<br />
•   They are simple to use and maintain: The solutions are designed to be incredibly simple to use and maintain, thus lowering their “adoption barriers” for a larger number of users. For example, Eko’s mobile banking and payment services can be accessed using even the most basic mobile handset. This ease of use is a key success factor of Eko’s service which today counts 2 million clients.<br />
•   They are inclusive: The solutions make critical products and services available and accessible to “marginal segments” of the society—e.g., low income people, the elderly, ethnic minorities— who traditionally couldn’t afford or access these products/services due their high cost or high complexity. For example, Selco’s solar lighting systems are now used by over 125,000 rural households across India (Selco aims to serve 200,00 households by 2013).<br />
•   They are sustainable: The solutions are both environmentally and socially sustainable. First, these solutions are eco-friendly and minimize use of natural resources. Second, these solutions contribute to the social sustainability of local communities by spawning new “ecosystems” that create new jobs, etc.—thus catalysing a virtuous cycle of enduring socio-economic growth.  For instance, Mansukh Prajapati involves many women in his village in Gujarat to produce his Mitticools, thus creating gainful employment  for local community members.<br />
<br />
The rise of <em>Jugaad </em>innovation in The West The developed world, like emerging economies, is increasingly facing its own problems in areas such as healthcare, education, finance, and community development. Cash-strapped western governments, however, are unable to deal with these challenges on their own. In this context, a new wave of flexible-minded jugaad innovators in the US and Europe are emerging. These nonconformists are turning the conventional practices of many industries upside down, and in the process creating affordable and sustainable products and services for more citizens.<br />
<br />
<strong><em>For instance, Sal Khan founded Khan Academy to democratize access to education and make learning more fun for kids. He has created over 4,000 video tutorials for math, sciences, and engineering that are freely available on <keyword id="10879" type="CITY" weightage="80" keywordseo="YouTube">YouTube</keyword> and are today viewed by over 6 million users a month. Similarly, Erik Douglas co-founded CellScope, a start-up that converts your smartphone into a medical diagnosis tool so you can do ear, throat, and skin exams at home without having to visit an expensive lab. CellScope is a boon for the 50 million Americans who lack medical insurance. And to meet the needs of the 68 million Americans today who are unbanked or underbanked, <keyword id="2787085" type="UNKNOWN" weightage="80" keywordseo="Danny-Shader">Danny Shader</keyword> founded PayNearme, which enables US citizens without credit/debit cards to pay for online transactions by cash in local convenient stores. </em></strong><br />
<br />
Universities too are joining this <em>jugaad </em>innovation movement in the west. Several higher education institutions in the US and Europe are training a new breed of engineers and managers to design next-generation products and services that can deal with scarcity in a frugal and sustainable manner. For instance, Stanford runs a very popular multidisciplinary program called entrepreneurial design for Extreme Affordability. And <keyword id="54274" type="ORGANIZATION" weightage="80" keywordseo="MIT">MIT</keyword>, with funding from Ratan Tata, recently launched the <keyword id="2481320" type="UNKNOWN" weightage="80" keywordseo="Tata-Center-for-Technology-and-Design">Tata Center for Technology and Design</keyword> to train future generation of engineers and business leaders to create affordable technologies and inclusive systems that meet the needs of resource-constrained communities in the developing world. Finally, several vanguard western corporations— helmed by visionary CEOs—are pioneering the adoption of <em>jugaad</em> innovation. The most notable of them is the global carmaker <keyword id="70040" type="COMPANY" weightage="80" keywordseo="Renault-Nissan">Renault-Nissan</keyword>, whose CEO, <keyword id="69288" type="PERSON" weightage="80" keywordseo="Carlos-Ghosn">Carlos Ghosn</keyword> famously coined the term “frugal engineering” in 2006 to describe the Indian engineers’ unique ability to conceive high-quality solutions faster, better, and cheaper. Ghosn is a big admirer of the <em>jugaad</em> mindset. As he puts it: “In the west, when we face huge problems and we lack resources, we tend to give up (too) easily. <em>Jugaad</em> is about never giving up!” In 2012, he sent Gérard Detourbet, a senior French executive in charge of <keyword id="43777" type="CITY" weightage="80" keywordseo="Renault">Renault</keyword>’s entry-level car business, to India. From his new R&amp;D center in Chennai, Detourbet will be designing and producing several vehicles—all built on the ultra-low-cost “A-entry” platform—that will first be launched in India and then marketed in Brazil and <keyword id="6355117" type="COUNTRY" weightage="80" keywordseo="South-Africa">South Africa</keyword>. There is no doubt that when Detourbet returns to Renault’s headquarters in Paris, he will carry with him the flexible <em>jugaad</em> mindset he acquired in India.<br />
<br />
Ultimately, the ingenious solutions devised by these audacious<em> jugaad</em> innovators—our modern day alchemists—in emerging markets as well as in developed economies stand out not because they are “clever” but because they bring hope to millions around the world. In today’s morose economic climate and challenging social context, these alchemists help transmute pessimism into optimism—and that, by itself, is priceless. These ingenious alchemists—and their frugal and agile <em>jugaad</em> mindset—not only represent the hope for humanity but they also help restore our faith in humanity.<br />
<br /> This article is partially adapted from the book Jugaad Innovation: A Frugal And Flexible Approach To Innovation For The 21st Century (<keyword id="189391" type="ORGANIZATION" weightage="80" keywordseo="Random-House-India">Random House India</keyword>, 2012).<br />
<br /> (<keyword id="373112" type="PERSON" weightage="80" keywordseo="Navi-Radjou">Navi Radjou</keyword>, an innovation and leadership strategist based in <keyword id="6357722" type="COMPANY" weightage="80" keywordseo="silicon-valley">Silicon Valley</keyword> and <keyword id="192175" type="POSITION" weightage="80" keywordseo="co-author">co-author</keyword> of best selling books including Jugaad Innovation; From Smart to Wise: Acting and Leading with Wisdom; and most recently Frugal Innovation: How to do more with less, leads an engaging discussion with a group of like minded individuals brought together by Thinkers (<a href="http://www.thinkers.in/">www.thinkers.in</a>) on how new technologies (mobility, social media, Internet of Things, 3D printing) and groundswell socio-economic movements (e.g., sharing and circular economy, maker movement) are dramatically lowering the cost of innovation worldwide.)<br />

Thinkers/Thinkers 50: Know what 'Jugaad' or frugal innovation has done for the world!

<p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><ul><li><strong>TED, the media organization behind the popular ideas conference and video talks, is expanding.</strong></li><li><strong>The 33-year-old company has stayed out of politics for most of its existence, but as political tensions create a crisis of ideas, TED now has to figure out where it's going next.<br /></strong></li><li><strong>The first stop, beginning this month, is a new TV show in India.&#xa0;</strong></li></ul><p><br>"So, uh, politics," Chris Anderson said as he paced across the stage in the Vancouver Convention Center. "Politics. Politics ... How do I say this?"</br></p><p>It was a Monday evening this past April, and Anderson was standing in front of a sea of attendees at the <a href="http://www.ted.com">2017 TED Conference</a>, where nearly 2,000 executives, entrepreneurs, celebrities, artists, and scientists had descended for five days of thought-provoking talks. Anderson, TED's director, was doing his best to address the elephant in the room.</p><p></p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div><p></p></div></div><p>In the three months since Donald Trump had been sworn in as president of the United States, nearly every news story and water-cooler chat had been tinged with political rhetoric. TED, an organization that says it's set on remaining apolitical, was now thrust into the mix.</p><p>Anderson said he was sick of politics, to which he received raucous cheers. Then he said what could become a guiding philosophy for TED: "This week, we're not going to escape it entirely," he said. "But we are going to do our best to put it in its rightful place."</p><h2>A company on the rise faces a new reality</h2><p>TED started 33 years ago as a low-budget, in-person series of 18-minute talks. In the past decade, it's grown into a $65 million juggernaut. All around the world, TED produces talks (available to watch online), podcasts, and books, offers fellowships and grants, and gives little-known speakers the chance to become industry leaders just by taking the TED stage.</p><p>This month it's launching its most ambitious project yet, "TED Talks India: Nayi Soch," an eight-part TV series that will be broadcast in Hindi. It's TED's first non-English TV program, and it's expected to reach millions of people.</p><p>TED has hit an inflection point. The company was founded on the premise that fresh, innovative ideas can shape the future. But as social-media bubbles have made it easier to ignore ideas that don't appeal to us, an increasing number of people seem uninterested in stepping out of their comfort zone. Whether it's Trump's election win or the UK's Brexit, the world has shown signs of turning inward. TED's success hinges on that not happening.</p><p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><h2>Politics and TED can still be compatible</h2><p>In the wake of October's Las Vegas Mandalay Bay massacre - the deadliest mass shooting in modern US history - political debates about gun control reopened and closed in a matter of weeks. But Anderson, seated in a quiet space at TED's New York City headquarters a few weeks later, maintained that no topic, not even gun control, was too sensitive for the politically neutral TED stage.</p><p>He recalled a recent trip to Vermont during which someone informed him that the state had one of the lowest murder rates in the US despite a high rate of gun ownership.</p><p>"Maybe having the argument [on the TED stage] given by someone who loves guns, has hunted, and gets the pleasure and the appeal of them" would work better, Anderson said, "rather than the nanny wagging their finger at you and saying 'No, you mustn't.'"</p><p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><p>TED relies on a three-pronged test to determine if a talk is worth including in a conference lineup.</p><p>The first is whether the talk gives people a fresh way of seeing the world. Anderson's quintessential example is Barry Schwartz's 2005 talk, <a href="https://www.ted.com/talks/barry_schwartz_on_the_paradox_of_choice">"The Paradox of Choice,"</a> in which Schwartz, a psychologist, suggested that people can be paralyzed by how much choice they have, not liberated by it.</p><p>The second is whether the talk offers the audience a clever solution to a given problem, or the promise of a better future.</p><p>The third is inspiration. The talk should express an idea in a way that compels people to act.</p><p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><p>The test has come to be even more crucial over the past few years. In a press call ahead of this year's TED Conference, Anderson said that "ideas have never mattered more."</p><p>"We have this tool for bridging that allows any two humans to see the world a bit differently. Call the tool what you want: reason, discussion, sharing of ideas. It's actually an amazing thing that it can happen at all," Anderson told Business Insider. "The single most terrifying thing about the current moment is that we are throwing away that superpower and descending into more animal-like behavior."</p><h2>A dinner party goes viral</h2><p>When designer and architect Richard Saul Wurman launched TED in 1984, he called it the dinner party he always wanted to have but couldn't. Wurman united technology, entertainment, and design into one multiday event. He called it "TED." (Wurman is a fan of cheeky acronyms. Recently, the 82-year-old hosted a dinner party called EAT, wherein conversation had to center on envy, admiration, and terror.)</p><p></p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div><p></p></div></div><p>Wurman and his assistant organized the first TED conference for 300 of Wurman's closest friends and colleagues. If someone flubbed a line or lost their way entirely, Wurman, who sat onstage for every talk, would sometimes leave his chair and stand directly behind the speaker. It was his quiet way of saying, "Time to wrap things up."</p><p>Despite TED's unveiling of the world's first compact disc - quite the feat at the time - it wasn't until 1990 that Wurman held his second conference. Gradually, the event began to attract bigger names and bigger audiences.</p><p>"Steve [Jobs] would call me up at home and say, 'What stuff do you want at the conference this year as far as equipment?'" Wurman recalled.</p><p>Wurman sold the enterprise, in 2000, to Future PLC, a publishing company that Anderson had built into a media giant in the 1990s. Through his personal nonprofit, the Sapling Foundation, Anderson bought TED from Future PLC in 2001 for $6 million. The company has stayed under Anderson's watch since.</p><p>Under Anderson's stewardship, TED has grown into a bona-fide kingmaker.</p><p>"It's not an exaggeration to say my life very much divides itself into pre-TED and post-TED," Sarah Kay, a spoken-word poet, told Business Insider. Kay's 2011 talk, "If I Should Have a Daughter," has amassed 10.5 million views since it hit the TED site. "I'm very much aware that my career would not be what it is had that video not gone online."</p><p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><p>Leadership expert and author Simon Sinek said TED has given a similar golden touch for his career. When Sinek's 2009 TEDx talk, "How Great Leaders Inspire Action," was uploaded to the TED site, it coincided with his first book, "Start With Why," which has gone on to sell nearly a million copies and has seen rising sales every year since the talk was uploaded. At 34 million views, "How Great Leaders Inspire Action" is the third-most-viewed TED talk of all time.</p><p>"All of our careers have been catalyzed thanks to TED," Sinek told Business Insider, referring to the site's top-viewed speakers. "When you hang out backstage at TED now, the anxiety is palpable. People truly believe it's this make-or-break thing for their careers."</p><p>Even people who are already famous when they hit the TED stage feel this pressure. Author and journalist Malcolm Gladwell gave his first TED talk in 2004. He chose as his topic the mystery of creating the perfect spaghetti sauce.</p><p>"I was very nervous, and in fact I never liked that talk because I lose my way halfway through," Gladwell told Business Insider. "It's kind of obvious if you watch it. To me, it's painfully obvious."</p><p></p><div class="KonaFilter image-container display-table float_left"><div><div class="image on-image"></div><p></p></div></div><p>TED-driven fame doesn't always lead to positive outcomes.</p><p>In 2012, Harvard psychologist Amy Cuddy gave a talk called "Your Body Language Shapes Who You Are." It hinged on a 2010 study in which she found standing like Wonder Woman boosted testosterone and lowered stress.</p><p>Almost overnight, "power posing" became a life hack for millions. But as Susan Dominus recently <a href="https://www.nytimes.com/2017/10/18/magazine/when-the-revolution-came-for-amy-cuddy.html">reported</a> for The New York Times Magazine, a movement among psychologists looking to highlight flaws in research has since discredited Cuddy's 2010 study.</p><p>The prominence Cuddy gained from TED made her an easy scapegoat, Dominus wrote. In the spring Cuddy left her tenure-track job at Harvard.</p><h2>Getting bigger has brought new challenges</h2><p>Anderson saw the TED acquisition as his big second chance to deliver these kinds of inventive ideas to millions, if not billions, of people. By 2006, he had broadened its scope so that religious leaders, artists, life coaches, poets, and other bright minds could join original stars like Jane Goodall and Stewart Brand on the TED stage. The son of two missionaries, Anderson also bestowed upon TED a subtitle: "ideas worth spreading."</p><p>TED is now a household name in educated, urban pockets of the US and beyond. At TED's home office, a counter projected on to the server-room door shows a live feed of the day's video views. Shortly after lunch on a recent October visit, the counter had already reached 1.3 million. The most popular talk - Sir Ken Robinson's "Do Schools Kill Creativity?" - has been viewed more than 61 million times.</p><p>But as it's gotten bigger TED has seemed to at times&#xa0;<a href="http://www.businessinsider.com/ted-sexual-harassment-claims-go-back-for-years-some-allege-2017-11">struggle to maintain oversight</a> at its conferences and offices. Several attendees of the 2017 TED Conference said they'd been sexually harassed or groped, according to <a href="https://www.washingtonpost.com/business/economy/the-ted-talks-empire-has-been-grappling-with-sexual-harassment-interviews-and-internal-emails-show/2017/11/17/39f9374a-cae7-11e7-b0cf-7689a9f2d84e_story.html">The Washington Post</a>.&#xa0;</p><p>Casting a broader net has also invited critics who take issue with what TED has become. In 2013, Benjamin H. Bratton, an associate professor of visual arts at the University of California at San Diego, gave a TEDx talk <a href="https://www.theguardian.com/commentisfree/2013/dec/30/we-need-to-talk-about-ted">in which he argued</a> that TED doesn't actually inspire people to think or behave differently.</p><p>He called the platform "middlebrow megachurch infotainment" and suggested TED is complicit in "dumbing down the future." In a <a href="https://www.nytimes.com/2014/03/09/fashion/Chris-Anderson-Curator-of-TED-Talks-Builds-his-Brand.html?_r=1">2014 New York Times profile of Anderson</a>, David Hochman called TED "the Starbucks of intellectual conglomerates."</p><p>Sinek defended TED's emphasis on simplifying complex topics as one of the reasons TED exists in the first place.</p><p>"That's the idea," he said. "If ideas are so complex that nobody can ever hear them, then what's the value to the general population? But if we can learn to communicate our ideas in ways that people can understand them, isn't that a good thing? Many academics hate TED because they're the ones who didn't get TED famous."</p><h2>Giving videos away for free isn't cheap</h2><p>The company's main TED Conference is held every year in Vancouver and remains its flagship moneymaker. Capped at 1,800 attendees - or "TEDsters" if they are regulars - the event features five days of nonstop activity.</p><p>Titans of the tech, science, art, design, and entertainment world attend TED for the chance to adjourn, however briefly, to a brighter future. Access to this future isn't cheap. Tickets cost $8,500 and up, and the high price <a href="https://scobleizer.blog/2010/02/14/the-elephants-in-the-room-at-ted/">has rankled some</a> who say TED is hypocritical for spreading ideas only to those wealthy enough to hear them. At the 2017 event, branded partner BMW let people test-drive new high-end models. Lululemon provided an indoor pod for meditation and yoga.</p><p>Anderson said he's trying to structure the 2018 conference so that more of a general audience can attend, perhaps through a lottery system. And he defended the cost of admission as a way to bring TED talks to a broad audience. "They're the people who are actually paying for us to spend literally tens of millions of dollars every year on a website that distributes these talks to the world," he said.</p><h2>An evolving company figures out what's next</h2><p>Anderson's goal is to allow the <a href="https://www.huffingtonpost.com/peter-diamandis/rising-billion-consumers_b_7008160.html">3 to 5 billion people</a> expected to come online by 2020 to draw inspiration from TED. He called this digital migration "the most extraordinary social experiment we've seen in history."</p><p>"There just hasn't been a time when a girl in a remote village or a boy in a slum who is unemployed and angry and trying to figure out what to do with his life, can actually have, 18 inches from their eyeballs and plugged into their ears, some of the most inspiring speakers and mentors," he said.</p><p>Attracting that new audience comes with a new set of quandaries. It means thinking about how to bring TED's ideas to people who don't speak English, can't access technology, or may want to&#xa0;<a href="https://twitter.com/TEDTalks/status/897169506505814016">hear certain ideas</a> at critical moments.</p><p>"There were a number of talks we shared in the wake of the events in Charlottesville," said Colin Helms, TED's head of media, referring to the August riots that took place in Virginia between white-supremacist groups and counterprotesters. "We're always sensitive to not taking a political stance, but we also have an obligation to share ideas that we think will empower and help people, particularly in times of need or the world is in a sense of disarray, wherever that may be."</p><p></p><div class="KonaFilter image-container display-table float_left"><div><div class="image on-image"></div><p></p></div></div><p>Expanding TED also means considering future speakers even more carefully.</p><p>There will always be the marquee stars Anderson wants to get, like astrophysicist Neil deGrasse Tyson (who has yet to accept an invite). But for the young person living in a slum, Anderson said, "How do we find the person who will speak to them and will give them what they need?"</p><p>The clearest sign TED is making good on its global mission is the December launch of "TED Talks India: Nayi Soch," its first foreign TV series. Broadcast in Hindi with Bollywood superstar Shah Rukh Khan as its host, the series will air on India's largest TV network, Star Plus. The network reaches 650 million people.</p><p>Juliet Blake, the executive producer of the series, said the program would consist of eight one-hour shows, each with a different theme. The talks were developed with the TED team in English and then translated to Hindi for the stage.</p><p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><p>Khan, one of India's icons, said the global crisis of ideas has reached India.&#xa0;</p><p>"This kind of show, at this time in the world, is an encouragement to people," Khan told Business Insider. "If you've got a simple idea, let's exchange it. Let's not get chained to the thoughts that are pervading or being talked about around us."</p><p>According to Blake, TED wanted to make a focused effort to emphasize equality in the Indian series, so the company appointed women to roughly half the lineup spots. Many of the talks become quite intense, Blake said.</p><p>During a talk on violence against women, "I looked at the audience, and so many of the women in the audience were crying," Blake said. When the woman finished her talk, Blake said, she rushed out of the control room and down four flights of stairs to meet her as she got offstage. The audience was on its feet. Khan was in tears.</p><p>"It started off as a brilliant talk," Blake said. "But it became something more than a TED talk. I think it will be life-changing for many women in India."</p><p></p><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div><h2>Future unknown, but exciting</h2><p>As TED has grown into a public-facing behemoth over the past three decades, it's been forced to reevaluate what kinds of responsibilities it has to the people who catch wind of its ideas.</p><p>TED's role as global ideas curator comes with an open-ended future, and it's a matter of ongoing discussion inside the company, Helms said.</p><p>Even though the world is engulfed in a crisis of ideas, Anderson said people still crave rational, lucid insight into issues related to their basic livelihoods and ongoing challenges. He brought up the rise of artificial intelligence and wealth inequality as two examples.</p><p>"When you can have 2 billion customers two years after starting up a business, that's a recipe for a few people getting extraordinarily wealthy - and then what?" Anderson said. "What happens next? We don't have answers to that yet, so I'm definitely interested in that."</p><div></div>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/apple-iphone-addict-switches-google-pixel-2-android-phone-2017-11">I've been an iPhone user for 10 years - here's what happened when I switched to the Google Pixel 2 for a week</a></h3>        <div>                    </div>    </div></hr>

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