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<a href="http://www.businessinsider.in/searchresult.cms?query=IIT+Kharagpur">IIT-Kharagpur</a> has shown how to <a href="http://www.businessinsider.in/searchresult.cms?query=innovation">innovate</a> as the institute won the maximum number of laurels at the <keyword id="3284962" type="UNKNOWN" weightage="20" keywordseo="Gandhian-Young-Technology-Innovation">Gandhian Young Technology Innovation</keyword> (GYTI) awards held at Rashtrapati Bhawan. 
 
IIT-Kharagpur outperformed 276 institutes from across the country and maximum awards it won were of <a href="http://www.businessinsider.in/searchresult.cms?query=medical">medical</a> and <a href="http://www.businessinsider.in/searchresult.cms?query=biotech">biotech</a> innovations. The appreciations were in engineering category. 
 
"After four rounds of evaluation, 19 teams have been selected for innovation awards and 24 for appreciation. Of the 19 awards, 15 awardees in Medical and Biotech innovations category will get Department of Biotechnology sponsored (BITAC-SRISTI) grant of Rs 15 lakh each to further their prototypes," an IIT release said. 
 
GYTI 2016 was a pan-India competition with over 2,363 innovation entries in 50 technology domains from 276 institutes from 26 states and two Union Territories. 
 
(Image: Indiatimes)

IIT-Kharagpur shows how to innovate, bags maximum laurels at innovation awards

<ul><li>India’s human capital has the highest score on the Innovation Index published by <keyword id="2665691" type="PERSON" weightage="20" keywordseo="Niti-Aayog">NITI Aayog</keyword>.</li><li>But, it also has the highest disparity of all the indicators with scores of states and UTs within India fluctuating between 8.98 to 74.96.</li><li>There’s also a paradoxical disparity between human capital and the number of people employed in ‘knowledge-intensive’ activities.</li></ul>India’s Innovation Index ranks the country and its states on five enabling pillars. Of those pillars, human capital has the highest score hitting 32. Even though this means that India has the ability to provide quality education and research capabilities to its workforce, not all states are doing equally well. In fact, the human capital pillar is also has the most disparity on the index with scores fluctuating from 8.98 to 74.96. 
 <div type="image" title="innovation2_edited" msid="71645878" hostid="261" caption="&amp;lt;p&amp;gt;Performance of states on human capital&amp;lt;/p&amp;gt;"></div>



 Innovation disparity among states Southern states like Tamil Nadu, Kerala and Karnataka topped the index while Uttar Pradesh, Jharkhand and Bihar came in last. According to NITI Aayog’s <keyword id="4131506" type="PERSON" weightage="20" keywordseo="india-innovation-index">India Innovation Index</keyword> report, this shows that the lower ranking states are in need of more investment to improve their education system. It also means that in order for innovation to improve, investment in the education system is a key factor. The smaller the better 
 <div type="image" title="innovation1_edited" msid="71645969" hostid="261" caption="&amp;lt;p&amp;gt;Over performing and under performing states on India&amp;#39;s Innovation Index&amp;lt;/p&amp;gt;"></div>



 The report’s findings show that the smaller and richer the state, the better it is at producing human capital. Income has a strong correlation because it implies that a state has more resources to devote towards building up its workforce. Size, on the other hand, means that it’s easier to manage administration and focus on smaller regions. Union territories and city states shine Chandigarh, Puducherry and Delhi lead when it comes to UTs and city states. In fact, they even outperform the Tamil Nadu — the highest performing state. According to NITI Aayog, this is because these regions have a higher availability of educational institutions and researchers. Addressing the paradox Even though India’s ranks high when it comes to human capital, it doesn’t do as well when it comes to knowledge workers — another enabling pillar of the Innovation Index. This means that even though India is producing a high number of graduates, they’re not being employed in ‘knowledge-intensive’ activities. The Innovation Index also found that India has a serious lack of research and development (R&amp;D) workers per million, The disparity indicates one of two things. Either, India’s graduates aren’t employable or the employment opportunities are scarce to begin with. “Further study is required to understand the situation better,” stated the report. But, India’s Innovation Index findings were run past a committee to figure out how to improve the country’s innovative capacity. When it comes to human capital, they highlighted two main challenges. One, the education isn’t industry oriented so low employability is an issue. More often than not, industries normally have to take it upon themselves to train new recruits. Second of all, the Indian education system focuses on quantity rather than quality. The committee recommends more coordination between industry players and education institutions to design a better syllabus. It also recommends improving the quality of education imparted by professors and giving them more time to focus on their own research. The challenges identified need to addressed a policy level. It also shows for the innovation ecosystem in India holds room for improvement.

India scores high on talent but some states vastly outperform others

This month’s announcement of Indian-born <keyword id="276564" type="PERSON" weightage="40" keywordseo="Satya-Nadella">Satya Nadella</keyword>’s elevation to the top job at <keyword id="10387" type="CITY" weightage="40" keywordseo="Microsoft">Microsoft</keyword> has triggered some soul-searching among the Indian intelligentsia about how the best and the brightest from India tend to leave for foreign shores in search of better opportunities, instead of investing their intellectual capital at home. 
 A country of 1.2 billion with some crucial problems like poverty, illiteracy, <keyword id="6358907" type="ORGANIZATION" weightage="40" keywordseo="unemployment">unemployment</keyword> and lack of public health facilities, India needs innovation at the grassroots, and as a corollary, an ecosystem that supports such innovation where it is needed most. 
 
Partnerships, not prescriptions 
In the past, India would have looked for aid from developed countries, which would be willing to provide it, along with a lengthy list of prescriptions on how and where that money should be used. 
 Happily, that model has given way to a new range of partnerships between leading Indian and foreign organisations, where Indians are innovating right here at home. One such partnership is the Stanford-India Biodesign Program (SIB), which was set up in 2001. Since its inception, it has focused on developing medical devices that solve specific challenges seen in the Indian scenario. A three-way collaboration of Stanford University, IIT-Delhi and the <keyword id="6365231" type="ORGANIZATION" weightage="40" keywordseo="All-India-Institute-of-Medical-Sciences">All India Institute of Medical Sciences</keyword> (AIIMS), this programme stands out due to shared technological expertise and joint <keyword id="6357455" type="EVENT" weightage="40" keywordseo="Funding">funding</keyword> that comes from the <keyword id="44734" type="ORGANIZATION" weightage="40" keywordseo="Indian-Government">Indian government</keyword> and US sources. 
 But the SIB programme, supported by Indo-US governmental efforts, is not the most revolutionary aspect of India’s changing innovation ecosystem. Some of the current developments are even more encouraging. For instance, there is <keyword id="6355629" type="CITY" weightage="40" keywordseo="Google">Google</keyword>’s Impact Challenge and last year, the Internet giant funded a few social innovations in the country for the first time. 
 
From integrated water and sanitation systems for rural India to motorbike-borne science labs to get rural Indian kids excited about pursuing science and technology, Indians are being given a chance to determine their own innovation priorities and how to go about it. Consequently, an Indian Norman Borlaug may now use a homegrown innovation to benefit the entire mankind. 
 
A desi model Indians also have to be smart about innovating things the Indian way. Leveraging global benchmarks such as <keyword id="6357097" type="COMPANY" weightage="40" keywordseo="venture-capital">venture capital</keyword>, ease of doing business (India currently ranks an unenviable 134th in this area), <keyword id="388837" type="UNKNOWN" weightage="40" keywordseo="intellectual-property">intellectual property</keyword> protection and market access is important, but just copying another country’s model will also have its pitfalls. 
 So it is extremely unlikely that anyone but <keyword id="6360722" type="PERSON" weightage="40" keywordseo="ratan-tata">Ratan Tata</keyword> would have been able to realise his dream of <keyword id="28810" type="PERSON" weightage="40" keywordseo="Nano">Nano</keyword>, the super low-cost car. Tata had the capital to back such R&amp;D and the organisation to endure the legal and political battles that accompany any large industrial project in this country. There is a reason why we can’t produce another <keyword id="6355315" type="PERSON" weightage="40" keywordseo="Elon-Musk">Elon Musk</keyword> in India. But even he had to move from South Africa to the US to pursue his dreams. 
 
However, we can and have produced a Phanindra Sama, founder of redBus, an online booking site for inter-city buses that largely operate in the unorganised sector but carry millions of passengers daily. India’s large pool of IT-savvy professionals is a cliché but it took Sama’s imagination and a few millions from India’s growing VC community to create long-term value. 
 
Unlike Sama, Mansukhbhai Prajapati does not figure on VC watch lists. But that doesn’t make his invention of a clay fridge called Mitticool (it needs no electricity) is any less cool. Frugal innovation is the buzzword when it comes to grassroots innovation in India and it is being championed by its very own Vinod Khosla, Professor Anil Gupta and his Honey Bee Network. E.F. Schumacher’s ‘small is beautiful’ principle is driving a new model of Indian low-cost, but high-impact innovations. 
 
Another benefit of flying under the radar with such innovations is that they don’t run into the typical problems of red tape and special interests that seem to bedevil the ‘big bang’ approach to innovation, where scale becomes a pre-condition for success. 
 
Implementation beats intent 
India is no different from other countries when it comes to the biggest enemy of innovation – poor implementation. When the world’s cheapest tablet Aakash was announced, most of us expected a grand repeat of the success we had with Nano. The Indian government also jumped on the bandwagon but in hindsight, that was one of the reasons for failure. 
 
There is a cautionary tale here for the well-intentioned folks who advocate massive institutional support for specific innovations. That can sometimes make innovators cocky or worse, sloppy, as a lessening of the fear of failure sometimes creates the conditions for falling short. 
 
Institutions need to contribute in order to strengthen the ecosystem – it should be their dharma. Leave it to the Indian innovator to do the rest. 
 
Image: ThinkStock

How India Can Leverage The Innovation Philosophy

A lot can change in two years – or not. The world has weathered an economic crisis and has come together through to tackle poverty, hunger, disease, and global terror. India will play a pivotal role in responding to existing and emerging global challenges but India must also put its own house in order. 
 
The election of Indian Prime Minister <a href="http://www.businessinsider.in/searchresult.cms?query=Narendra+Modi&amp;sortorder=effectivedate">Narendra Modi</a> in 2014 marked a pivotal change in the U.S.-India relationship. The leader of the world’s second most populous nation brought promises of change and progress on a number of issues critical to the business community, including the protection of <a href="http://www.businessinsider.in/searchresult.cms?query=intellectual+property&amp;sortorder=effectivedate">intellectual property</a> (IP) rights. 
 
Over the last two years, incremental progress has been made. Under Prime Minister Modi, India has reinvigorated bilateral dialogues and reopened communication channels on the importance of innovation and IP. Both are positive steps forward. 
 
Earlier this spring, India released its <a href="http://www.businessinsider.in/searchresult.cms?query=National+Intellectual+Property+Rights&amp;sortorder=effectivedate">National Intellectual Property Rights</a> (IPR) policy—a welcome step towards recognizing the importance of IP to an innovation-driven economy. Some of the important advances include centralizing all IP offices under the Department for Industrial Policy and Promotion and streamlining the procedures for patent and trademark disputes. And, equally importantly, it shows a concerted effort by the Indian government to build stronger public awareness about <keyword id="388837" type="UNKNOWN" weightage="40" keywordseo="intellectual-property">intellectual property</keyword>. 
 
The benefits of IP are well-documented and far-reaching, and the release of the IPR policy seems to illustrate that the India government understands the importance of IP to growing India’s innovative economy and driving global competitiveness. 
 
However, we are still waiting for real, meaningful legislative change. 
 The 2016 U.S. Chamber International IP Index reveals a direct correlation between stronger IP systems and greater access to finance, increased R&amp;D investment, and greater biomedical foreign direct investment (<keyword id="44528" type="ORGANIZATION" weightage="60" keywordseo="FDI">FDI</keyword>). In order for India to reap these benefits, India’s leaders must implement legislative change that fosters an environment welcoming to foreign IP-rights holders. 
 
Embracing strong IP protection goes hand-in-hand with the success of Prime Minister Modi’s “<a href="http://www.businessinsider.in/searchresult.cms?query=Make+in+India&amp;sortorder=effectivedate">Make in India</a>” initiative. The success of this initiative will rely on companies’ abilities to increase investments in R&amp;D and FDI. In turn, the government should provide these innovative companies with the legal certainty they need to ensure their creations will be adequately protected. 
 
In the last two years, the U.S.-India relationship has come a long way and made great strides towards strengthening this prosperous bilateral relationship. What will the next two years bring? The business community remains hopeful that now is the time we’ll see real change and concrete policies that recognize the importance of IP to taking the U.S.-India relationship to the next level. However, if it shakes out to be a reprise of the first two years of the Modi administration, we still have a long way to go. 
 
(This article has been authored by Ms Kalpana Reddy, Senior Director, International Intellectual Property, GIPC) 
 
Image credit: Indiatimes

Seizing India’s Innovation Opportunity

<ul><li>President of AWS India and <keyword id="18635" type="CITY" weightage="20" keywordseo="Amazon">Amazon</keyword> Internet Service across South Asia, Puneet Chandok, believes that '<keyword id="10152900" type="UNKNOWN" weightage="20" keywordseo="time-to-value">time to value</keyword>' is the only efficient metric to measure innovation. </li><li>It is the ratio of amount of time it takes for an innovative idea from an organisation to reach its customers against the value it offers.</li><li>The 'era of the virtual enterprise' had leveled the playing field, and whoever is the first to the punch will take the cake. </li><li>"The way to innovate is to double your failure rate," he said at the Business Insider Global Trends Festival 2020.</li></ul>The term 'innovation' is the buzzword of the decade. However, it remains one of the most important aspects of business, albeit misunderstood, according to the President of AWS India and Amazon Internet Services across South Asia, Puneet Chandok. According to him, the only truly efficient way of measuring innovation is by 'time to value.' "Creativity is thinking of new things… Innovation is doing things. Innovation is making things happen," Chandok said at the Business Insider Global Trends Festival 2020. <div type="twitter" handle="BiIndia" handlename="Business Insider India🇮🇳" image="http://pbs.twimg.com/profile_images/1232926719016718336/sfffJHNV_normal.jpg" favoritecount="0" retweetcount="0" status="#LIVEnow: &quot;Make sure you are 'failing well' and learning from your mistakes&quot;: Puneet Chandok (@puneetck) on failure… https://t.co/pGHQXqXlH6" createdat="1603367011000" id="1319242978452336645"></div> He asserted that a company can have a great idea and can see its value for customers too. But without execution, it's more likely that somebody else — probably a competitor — will beat them to the punch. Which is why 'time to value' is the only metric that matters, according to Chandok. It is the ratio of amount of time it takes for an innovative idea from an organisation to reach its customers measured against the value that the product has to offer. "If you're taking months and quarters to get your ideas to customers, I can promise you there's somebody out here who's thinking about getting those ideas to your customers faster," he explained. <div type="Article" hostid="261" msid="78769249" title="EXCLUSIVE: Amazon AI executive explains three things every business needs to address before using machine learning" mstype="2" mssubtype="0"></div> The way to innovate is to double your failure rate Innovation in the 20th century is an intentional process with a structure to it. According to Chandok, two types of innovation exist — continuous and discontinuous. <keyword id="10152901" type="UNKNOWN" weightage="20" keywordseo="continuous-innovation">Continuous innovation</keyword> is when you upgrade an existing product to make it better, and <keyword id="10152899" type="UNKNOWN" weightage="20" keywordseo="discontinuous-innovation">discontinuous innovation</keyword> is when you create new processes, products, or services altogether. For both of them, Chandok believes that the primary pillar to assess whether it's a good idea or not is to keep the customer at the center. In addition to that, the business should also invest in a culture of experiments and give its employees the freedom to fail. "The way to innovate is to double your failure rate," he quipped. This doesn't mean conducting the same mistakes repeatedly but learning from each experiment to increase the chances of success for whatever comes next. "Most large organisations today will embrace the idea of invention and innovation, but they're not willing to suffer a string of failed experiments," said Chandok. If there's a <keyword id="150208" type="PERSON" weightage="20" keywordseo="fear-of-failure">fear of failure</keyword>, employees are more likely to make safe bets, resulting in successful experiments, but they won't be innovative. "If you know in advance to a high degree of certainty what the outcome of an experiment will look like, it's not really an experiment," he explained. High-velocity decision making Having the failure to fail and the drive to innovate also means making quick decisions on the fly. According to Chandok, at Amazon, the rule is to make decisions with 70% of the information that you wish you had. "If you're good at course correcting, if you're at learning, if you're good with failure — you will develop judgement and continue to move faster," he said. The era of the virtual enterprise Innovation happens "First gradually and then suddenly," Chandok explained, quoting Ernest Hemingway's The Sun Also Rises. Examples of this have already been with Blackberry, the company that more-or-less invented the concept of a smartphone. Innovation happened in the US steel industry after World War II facing competition from Japanese manufacturers. Come 2020, COVID-19 has changed the way the world is working, how companies are selling, and how customers are consuming. The playing field is also being leveled between startups, small companies, and tech giants. Anyone can set up a business from anywhere and find customers all over the world. "I call this the era of the virtual enterprise," said Chandok. SEE ALSO: <a href="https://www.businessinsider.in/tech/apps/news/twitter-ceo-is-facing-fire-from-india-after-a-map-showed-jammu-and-kashmir-as-part-of-china/articleshow/78805315.cms">Twitter CEO is facing fire from India after a map showed Jammu and Kashmir as part of China</a> <a href="https://www.businessinsider.in/careers/news/hcl-tech-is-bringing-employees-back-to-offices-weekly-once-to-start-with/articleshow/78802219.cms">EXCLUSIVE: HCL Tech is bringing employees back to offices — once a week to begin with</a> <a href="https://www.businessinsider.in/business/corporates/news/kumar-mangalam-birla-says-cement-industry-is-recovering-and-analysts-find-evidence-of-it-outside-ultratech-too/articleshow/78791281.cms">EXCLUSIVE: Billionaire Kumar Mangalam Birla is surprised by the rebound in infrastructure and construction in India</a>

EXCLUSIVE: AWS' India head believes 'time to value' is the only metric to measure innovation

<ul><li>We bring to you a series of columns from industry experts, looking back at the last 10 years</li><li>The columns will explore how the media, marketing and <keyword id="34612" type="PERSON" weightage="20" keywordseo="advertising-industry">advertising industry</keyword> has transformed in the last decade</li><li>Kamlesh Kumar Sharma, Chief Communications Officer, <keyword id="1037184" type="COMPANY" weightage="20" keywordseo="Hindustan-Coca-Cola-Beverages">Hindustan Coca-Cola Beverages</keyword> shares a few themes that would unravel themselves in 2020 and things that would continue to remain the same. </li></ul>Just the other week, I was reading an article which debated whether the new decade starts at the end of 2020 or at its beginning. So when Business Insider called upon the new decade and asked me to look back on the last 10 years as well as towards the next 10 years of the beverage industry, the first thing that crossed my mind was – has there ever been a decade of such pronounced contradictions which are complementary. Among the things that strike me is, how much have things changed and yet remained the same. A decade of seeming contradictions which have happily converged to a point where they appear synergistic. As we enter the next decade, I guess the following themes will unravel themselves much more. 1. The era of the omni-channel Take this for an example. We knew that traditional brands will need a strong digital presence, given how quickly technology has got us all wrapped around. But that online brands would need a physical presence, is a theme that we discovered only towards the latter half of the decade. It has now become clear that brands need to be omni-channel. By implication, marketing needs to be relevant to the audience of that channel, even if there are synergies that could be leveraged, across channels. Therefore brand communications must hold itself accountable to generating transactions – offline and online – versus merely building brand love. Let us pause to think of how many large companies including those in the beverage business, have either amalgamated or eliminated the role of CMOs for Chief Growth Officers, Chief Commercial Officers etc. 2. Physical connect will still have a premium The second theme, which was a contradiction when it began but now seems very obvious, is that in a world which is increasingly skewed to the virtual, there is still a premium on building the physical connect. The challenge is to now find those quiet corners/niches where the consumers can be found in their physical being. Haven’t we already noticed how many art festivals, design exhibitions, literature festivals, holiday trails, have atleast 2-3 beverage companies as their patrons/sponsors. An example from my backyard is that of Hindustan Coca-Cola Beverages (HCCB), the corporate brand, being a partner with the Mysore and Gujarat Literature festivals, while Coca-Cola – the product brand – is a partner with the Serendipity Arts Festival. Now, this doesn’t mean that finding the right consumer is any easy in the digital space, but atleast discovering the relevant profiles, is more or less taken care of, thanks to big data and smartphones. 3. Technology is core, not an add-on delight! A third theme that has revealed itself during the decade is how technology features as a core part of the consumer offering. 10 years ago, we thought technology was an add-on, or a fancy feature above the core offering. However technology has conveniently mutated itself from being a differentiator to an enabler. For example, based on my personal preference and my last few orders, tech is already giving me a choice of the beverage that I am most likely to consume again. However, as my predictable choices are on display, the same technology is also willing to offer me an assortment of drinks that others of my ‘kind’ would have consumed over the last couple of hours. No fuss! So as a communications person, what should be my bets on communicating the predictable versus the popular? A decision that we will have to make more of, in the next decade. 4. New + old – is the new normal A fourth theme that is still in the churn, quite literally, is that for a country that is getting increasingly comfortable in experimenting with the ‘new’, is also very easy with its roots and heritage. There are enough and more examples of turmeric teas, tandoori chai, zeera flavoured carbonated drinks and much more that are doing as well as an Appletiser or SmartWater. This theme is manifesting across segments and marketers are using the notions of nostalgia, pride, wisdom, giving back and so on as narratives to leverage this dichotomy. So far it has worked. My bet is that this will remain a focal point of the next decade. Marketers will do well to think of other virtues that coalesce this broad theme of – go back to go forward! 5. Customisation versus consistency, or both The final theme of the decade has been the interplay of customisation versus consistency. For a generation that likes its coffee with a dash of milk, 0.5 mm of foam, half a spoon of chocolate, some latte but a strong blend, to think that we also happily accept gallons of chai made by robots, is very intriguing! Layer this with the phenomenon of what we are now calling ‘social effect’ or ‘recommendation economy’. Our decisions are increasingly being influenced by how many of the others are trying or buying the same choice. It appears that for a marketer, the choice between customised versus consistent is no longer binary. Perhaps real-time data analytics can save the day, if not the decade! So expect a lot of unexpected narratives, revised campaign creatives and rebalancing of spends. - By Kamlesh Kumar Sharma

A decade of change and innovation for India's beverage industry

Going by its very name, <keyword id="2354181" type="PERSON" weightage="100" keywordseo="Disruptive-innovation">disruptive innovation</keyword> creates new markets and value networks – eventually replacing the earlier ones. The western concept of disruptive innovation is all about the replacement of an existing product or technology by an improved or new product. And the mantra is – disrupt or be disrupted. But in her article in The New Yorker titled The Disruptive Machine: What the gospel of innovation gets wrong, Jill Lepore questions this overboard obsession in the tech and business world of America. 
 
William H. Saito, founder and CEO of Intecur, K.K., aptly describes the western thought and attitude to disruptive innovation, saying that the “real genius lies in inventing something that shakes up the world and shatters the status quo. We instinctively prefer sensational, disruptive innovation because it catches our attention and it reflects the qualities in both the individual and the organisation that we admire most.” 
 
In the Indian context, disruptive innovation follows the basic principle, but it starts out as a cheaper alternative of a strategy and targets a market segment (the lower end) ignored by existing leading brands. 
 
Technological advances, open global markets and the media have made Indian consumers product and price savvy. Now they make their choice based on their requirements and at the pricing they are comfortable with. 
 
In turn, Indian companies and brands have become and will have to become more flexible in adopting a disruptive innovation mindset to reach out to the vast and growing cost-conscious lower-end markets. After all, Indian consumers want best value for their money. 
 One of the earliest instances of disruptive innovation in India was Nirma detergent powder. Its aim was to replace the ‘washing soap bars’ and offer a product at an affordable cost. Detergent powders make washing easier as soaping and scrubbing will be no longer required. With Nirma hitting the market, this need was fulfilled. Introduced in 1969 at Rs 3.50 per kg against <keyword id="6633666" type="PERSON" weightage="100" keywordseo="Hindustan-Lever">Hindustan Lever</keyword>’s upmarket Surf, priced at Rs 15 per kg, Nirma soon became a household name all over India. 
 
To counter Nirma’s disruptive threat, Hindustan Lever had to rethink its marketing strategy and in 1987, launched its popular washing bar soap brand Wheel in powder form at an affordable price. Wheel now tops the HUL brands, with sales well over Rs 2,000 crore. 
 Similarly, <keyword id="1301553" type="UNKNOWN" weightage="100" keywordseo="Chik-shampoo">Chik shampoo</keyword> came to the market in 1999 with shampoo sachets costing just 50 paisa each. The shampoo came in a wide range of fragrances and was directly advertised across the rural and the urban target segments. The product managed to capture its target markets and once again Hindustan Lever, the giant, was humbled and had to counter the disruptive threat from Chik. Now every outlet, from a high-end air-conditioned department store to the corner shop, sells shampoo sachets of all brands, including the top ones. 
 
Godrej wanted to tap 80% of India’s population who needed refrigerators but could not afford the conventional ones, either because of financial constraints or because of lack of power supply. The 116-year-old brand introduced ChotuKool at less than Rs 4,000. ChotuKool is based on a thermoelectric chip and runs on 12 volt direct current (DC) or an external battery. 
 
Godrej adopted a cost-effective and profitable marketing system through the Indian Postal Department, self-help groups, women, small-scale entrepreneurs and so on. The company has not only created a commercially disruptive innovation but also a social one. 
 
India has also taken disruptive innovation to the very root – in terms of education. IIT (Indian Institute of Technology) Gandhinagar was started four years ago as part of the Indian government’s plan to create over 1,000 universities. From the very beginning, it went beyond the usual book-learning concept and focused on innovation, entrepreneurship and building economic value. It planned to educate and enable its students to be part of the global innovation economy. It has a well-qualified and motivated teaching faculty who is also part of the innovation programme. 
 
IIT Gandhinagar may very well disrupt the Ivy League destinations and the US could face tough competition from such educational institutions in the near future. 
 However, it is the mobile phone segment that has given us the most popular disruptive innovation. Indian manufacturers such as <keyword id="71696" type="COMPANY" weightage="100" keywordseo="Micromax">Micromax</keyword> and Karbonn realised the potential of cost-effective mobile phones and introduced the affordable smartphones, mostly imported from China. Nokia did not perceive the disruptive threat and the Indian manufacturers evolved into successful brands. 
 
Another area of manufacturing disruption is the automobiles industry. The advent of Maruti in 1983 in the Indian automobile space was one of the biggest disruptive innovations and was a threat to the established brands, such as Ambassador and Premier Padmini. Maruti 800 was designed appealingly, was sleek and compact, fuel efficient, had Japanese technology and was relatively cheap. It soon became an Indian icon and also provided more brand choices to the Indian consumers. 
 
In India, social disruptive innovation has always been a priority. Former HCL Technologies CEO, Vineet Nayar, founded the non-profit Sampark Foundation by selling his HCL shares. The foundation works in several areas, such as water conservation and efficient and more profitable use of available resources. 
 
The value of disruptive innovation in India is not limited to mere profits; it is more about reforms and socio-economic developments. Disruptive innovation opens up untapped markets, creating increased growth. Plus, it benefits the customer. It has immense value, provides better quality of life and ensures a more content and responsible citizenry.

India’s Theory Of Disruptive Innovation Is Simple And Cheap

The US Chamber of Commerce’s fourth annual International IP Index that measured the IP environment in India put the country in the second last spot. 
 
The 4th annual International IP Index “Infinite Possibilities,” which also measured 37 other economies along with India stated that India’s score was largely unchanged. 
 The Index, produced by the Chamber’s Global <keyword id="388837" type="UNKNOWN" weightage="20" keywordseo="intellectual-property">Intellectual Property</keyword> Center (GIPC), revealed that patent protection in India remains outside of international best practices, and Indian law does not provide adequate enforcement mechanisms to effectively combat online piracy. 
The index was topped by the US and Venezuela finished last. 
 
Overall, half of the 38 economies improved their total score from last year’s Index, indicating increased recognition of the benefits of intellectual property (IP) and a strong IP system. 
 
David Hirschmann, president and CEO of GIPC, said, “While we have been encouraged by the Modi Administration’s rhetoric to improve India’s IP environment, we have yet to see it translate into concrete action. Nations like Thailand, who surpassed India in the rankings this year, provide an example of the way that incremental changes to a country’s IP framework can strengthen the overall IP ecosystem.” 
 
“The Index was created so that countries around the world, such as India, can hear directly from the business community on the IP-related issues important to them when considering investing in new markets,” said Mark Elliot, executive vice president of GIPC. 
 
The 38 economies listed in the index accounts for nearly 85% of global gross domestic product (GDP). The index is based on 30 measurable criteria critical to innovation including, patent, copyright and trademark protections, enforcement, and engagement in international treaties, among others. 
 
The Index ranks the economies in Algeria, Argentina, Australia, Brazil, Brunei, Canada, Chile, China, Colombia, Ecuador, France, Germany, India, Indonesia, Israel, Italy, Japan, Malaysia, Mexico, New Zealand, Nigeria, Peru, Poland, Russia, Singapore, South Africa, South Korea, Sweden, Switzerland, Taiwan, Thailand, Turkey, Ukraine, United Arab Emirates (UAE), United Kingdom (UK), United States (U.S.), Venezuela, and Vietnam. 
 
(Image: Thinkstock)

Innovators in India are doomed! India is the 2nd worst country for Intellectual Property laws!

India is recognized globally for its premier engineering institutes IITs and IIMs. Students from these colleges are behind some of the world's unicorns. They have a history of producing some wonderful innovations for a better world. From efficient electric cars, autos running on hydrogen to machines for the blind - the diverse innovations inside the campus labs are usually aimed at solving the real pain points of people and making their lives easier. Big or small, their ideas have contributed to our society for years. They are out to revolutionize the world and we are simply proud of their stellar innovations. Let's go over some of them: 
 An Electric Race Car that participated in Formula Students competition at Silverstone Circuit, UK 

	
	
	
	
	
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IIT-B students unveiled EVo1 at the Powai Institute campus, it is India’s first electric race car. A team of 60 students designed this car in 2012. It has a top speed of 115 km per hour and weighs about 320 kgs. It has acceleration from 1 to 100 kmph in 5 seconds and from 0 to 60 kmph in 3.5 seconds. It possesses high efficiency DC motors and Lithium polymer batteries. 
 
SmartCane for the easy mobility of those visually-challenged 

	
	
	
	
	
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 A group of passionate technologists, an IIT professor and a social entrepreneur joined hands and came up with an innovative product that aims to alleviate the hardships faced by visually challenged people when it comes to independent mobility.SmartCane™ is an aid for the visually impaired that provides safe and independent mobility which eases their integration into the society. It helps its user diagnose any above-the-knee obstruction from a distance of 3 meters. Frugality and resourcefulness have ensured that this product costs only INR 3,000. 
 
https://www.youtube.com/watch?time_continue=2&amp;v=3etHWJL2izs 
 
An App which Facebook ended up buying 
 Abheek and Soham were inspired to create Tagtile by an incident in a restaurant in San Francisco. The <keyword id="137562" type="PERSON" weightage="20" keywordseo="IITians">IITians</keyword> heard the restaurant owner complain about the websites and apps offering deals. Thus, Tagtile was launched in March 2011 to satisfy the merchants as well as customers with exciting deals and offers. Tagtile won many acclaims and became one of the widely used apps. It also received an award in October 2011 for Best Startup in a competition among 100-odd start-ups in the Silicon Valley.Initially a partnership deal, ended with Facebook buying the year-old product. The deal brought along an offer for Abheek and Soham to join Facebook as product manager and engineer. 
 
Drones which the Indian Army now uses 
	
	
	
	
	
	<div type="image" msid="51807041" hostid="261"></div> <keyword id="1791200" type="UNKNOWN" weightage="20" keywordseo="IIT-Bombay-students">IIT Bombay students</keyword> invented NETRA - an autonomous hovering Unmanned Aerial Vehicle (UAV), a drone that helps the Indian army with rescue operations during natural calamities. 
 
Water rides You can now walk On Mirik Gogri and Ayush Jain, Two IIT-Bombay alumni formed Humming Whale Product Innovations, a company that innovates path-breaking products and solutions. The team came up with a fun idea of walking on water, which they later gamified into a ride. They are now all set to introduce the product at various gaming zones, amusement parks, events and parties. The duo also came up with rewritable T shirts. 
	
	
	
	
	
	<div type="image" msid="51806931" hostid="261"></div>











 Write and erase. Cool, isn't is? The t-shirt was a hit on online shopping websites and was worn by a movie cast that appeared on popular TV show Bigg Boss. 
 
Hydrogen Autos with less noise and Pollution may take over Delhi roads 
	
	
	
	
	
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 Professor LM Das of IIT-D conceived the idea of using compressed hydrogen as an automotive fuel with Delhi's air pollution in mind . In the early '80s, it was a bold initiative — an idea ahead of its time. Lay acquaintances thought he was talking about making a hydrogen bomb. Detractors in the scientific community dismissed his research as a freak project. But Das soldiered on alone over the next three decades as associates came and went. He says - Unlike petroleum-derived hydrocarbon fuels, pure hydrogen does not produce toxic carbon monoxide or the heat-trapping carbon dioxide on combustion. There are no oxides of sulphur, nor any particulates. Water vapour and oxides of nitrogen (NOx) are the only byproducts. Although NOx is a pollutant, Das claims their engine has been optimized to reduce its emission greatly. 
 
Machine that reduces waste and in turn quenches thirst
	
	
	
	
	
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Designed and developed in just 95 days by two IIT Bombay students - Anurag Meena and Satyendra Meena - is a revolutionary machine which accepts used cans or bottles, and dispenses 300 millilitres of clean (RO and UV treated) drinking water in exchange. It is currently on a pilot test run at the IIT-Bombay boys’ hostel. In the coming months, it will also be installed in several other places in Mumbai and Chandigarh. 
 
(Image credit: PagalGuy)

10 brilliant innovations by IITians to make India a better place to live in

<ul><li>The onset of the <keyword id="8829783" type="UNKNOWN" weightage="20" keywordseo="coronavirus-pandemic">Coronavirus pandemic</keyword> in India is forcing innovation to focus on the healthcare system.</li><li>From drones to robots, solutions are being re-purposed to address the building health crisis.</li><li>The Defence Research and Development Organisation (DRDO), Indian Institutes of Technology (IITs) and start ups are gearing up to find new solutions.</li></ul><keyword id="1754604" type="PERSON" weightage="20" keywordseo="coronavirus">Coronavirus</keyword> is a health crisis that’s put India’s population of over 1.3 billion people into their homes under lockdown for <a href="https://www.businessinsider.in/india/news/pm-narendra-modi-24th-march-speech-highlights-and-updates/articleshow/74796963.cms">21 days since March 25</a> — a lockdown that the government is now reportedly thinking about extending. The silver lining is that it has shifted the focus of innovation on to the healthcare sector. From big wigs like the Defence Research and Development Organisation (DRDO) to startups like drone delivering <a href="https://www.businessinsider.in/business/startups/news/coronavirus-innovation-this-drone-is-delivering-medicines-collecting-blood-samples-and-spraying-sanitizers-in-telangana/articleshow/74882886.cms">Marut</a> — everyone wants to help. Innovations to ramp up production of personal protective equipment (PPEs) like <keyword id="9003101" type="UNKNOWN" weightage="20" keywordseo="Face-Shields">face shields</keyword> and bio suits can go a long way to fill in the huge public-health deficiencies that India faces. According to the World Health Organisation (WHO), there’s only one doctor for every 1,800 people in the country — well below the recommended bare minimum doctor to population ratio of least one doctor per 1,000 people. Here are some of the ways the Coronavirus pandemic is driving innovation in India:

Face shields, bio-suits, and disinfection chambers — some of the ways that Coronavirus is driving innovation in India

India-US Strategic and Commercial Dialogue ended on a positive note as both the countries decided to launch a forum next year in a bid to boost <a href="http://www.businessinsider.in/Thinkers/Thinkers-50-The-Power-of-Ideas/articleshow/46987403.cms">innovation</a>, investment and <a href="http://www.businessinsider.in/searchresult.cms?query=India+US+trade">trade ties</a>. 
 Through the <keyword id="3069709" type="UNKNOWN" weightage="20" keywordseo="Innovation-Forum">Innovation Forum</keyword>, New Delhi and Washington will seek private sector feedback and input for bilateral discussions. It will also address a slew of topics including advancement of <a href="http://www.businessinsider.in/searchresult.cms?query=SME">small and medium-sized enterprises</a> (SMEs), identification of specific skill sets and propel innovation forward, etc. 
 
The Center for Strategic and International Studies will act as a convener of the annual Innovation Forum, which will be supported by a steering committee comprising organisations from both countries. 
 
Meanwhile, India and the US also agreed to support the efforts of the <a href="http://www.businessinsider.in/searchresult.cms?query=harvard+business+school">Harvard Business School</a> and the Indian Institute of Management Ahmedabad to develop a cluster map that will assist Indian companies integrate into global supply chains, strengthen India's economy and better enable <a href="http://www.businessinsider.in/searchresult.cms?query=american+companies">American companies</a> to identify markets for their products and services in India. 
 The <keyword id="100742" type="ORGANIZATION" weightage="20" keywordseo="US-State-Department">US State Department</keyword> said cluster mapping will help US and Indian decision-makers develop more effective. 
 
(Image: Reuters)

India and US to innovate together like never before!

New Delhi, May 28 (IANS) Innovating and ramping up use of technologies like Artificial Intelligence (AI) to make the most of data are top priorities for marketing leaders in India, while insufficient organisational structure and processes is their top challenge, said a report from US-based Cloud computing major Salesforce on Thursday. As technology drives customer expectations to new heights, Indian marketers have emerged as not just messengers, but engagers who foster meaningful customer relationships well beyond the first purchase, according to the report titled "State of Marketing". In addition to expanded online populations, marketers in India also expect that augmented reality (AR) and voice technology will also bring transformational impacts by 2030. In India, marketers are expected to go from 20 data sources in 2019 to 25 projected data sources in 2021 and report a 118 per cent increase in AI adoption since 2018. "The COVID-19 crisis is forcing marketers in India to rethink every aspect of their business -- from strategic priorities and challenges, to the technological and team skills they will need - as they navigate getting back to work during a global crisis, and then continuing to transform the customer experience to be best positioned for success in the years ahead," said Sunil Jose, Senior Vice President, Salesforce India. For the report, Salesforce collected data from nearly 7,000 marketing leaders across the globe, spanning six continents, just as the Covid-19 crisis emerged. The trends revealed in the report were collected from marketing leaders from companies across 30 countries, including 300 respondents from India. The results showed that marketers are at the forefront having been increasingly tasked to take a leadership role, with 87 per cent in India leading customer experience initiatives across their companies. Globally, 84 per cent of customers said the experience a company provides is as important as its products and services -- up from 80 per cent in 2018. --IANS gb/na

Innovation, data top priorities for marketers in India: Report

A top American diplomat said India will astound itself as the country is passionate about <a href="http://www.businessinsider.in/searchresult.cms?query=innovation&amp;sortorder=effectivedate">innovation</a> and <a href="http://www.businessinsider.in/searchresult.cms?query=entrepreneurship&amp;sortorder=effectivedate">entrepreneurship</a>. 
 
Assistant Secretary of State for Economic and Business Affairs Charles H Rivkin said <a href="http://www.businessinsider.in/searchresult.cms?query=India+US+ties&amp;sortorder=effectivedate">India</a> will also astonish the world owing to its growing vibrancy. 
 
Rivkin had recently led a high-powered US delegation on the American Innovation Roadshow to promote economic growth in four cities-New Delhi, Gurgaon, Hyderabad and Ahmedabad. 
 
"I was so impressed by what I saw. In every incubator we visited, members of our delegation, especially the solar companies, identified tangible commercial and investment opportunities," said Rivkin. 
 "In every meeting, I experienced in a very refreshing way exactly what binds our two countries together: a shared passion for innovation and <keyword id="107737" type="ORGANIZATION" weightage="20" keywordseo="Entrepreneurship">entrepreneurship</keyword>. In fact, Americans and Indian entrepreneurs have become part of a shared culture that reveres innovation," Rivkin said. 
 
Referring to the recent decisions of <a href="http://www.businessinsider.in/searchresult.cms?query=prime+minister+narendra+modi&amp;sortorder=effectivedate">Prime Minister Narendra Modi</a> to increasingly devolve federal funding to the States and encouraging them to actively compete with one another in a "race to the top" for foreign investment, Rivkin said this new dynamic was evident in their conversations with state leaders.

India is passionate about innovation and will astound the world, says US diplomat

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

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