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Pune, <keyword id="19897354" type="General" weightage="20" keywordseo="bajaj-auto" source="keywords">Bajaj Auto</keyword> is developing a portfolio of clean fuel CNG motorcycles, and the first such bike will hit the market in June, Bajaj Auto Managing Director Rajiv Bajaj said here on Friday. The bike will run on CNG and would hit the roads in June, he said while announcing <keyword id="20201280" type="General" weightage="20" keywordseo="bajaj-group" source="keywords">Bajaj Group</keyword>'s commitment of Rs 5,000 crore towards <keyword id="19916939" type="General" weightage="20" keywordseo="corporate-social-responsibility" source="keywords">Corporate Social Responsibility</keyword> (CSR) spent over the next 5 years. The new bike would target mileage-conscious consumers and is expected to launch under a different brand. It is expected that CNG bikes will be priced higher than their petrol counterparts due to the higher cost of manufacturing besides having a special tank to offer petrol and CNG fuel options to offer convenience to customers. Bjaja also said that <keyword id="20050188" type="General" weightage="20" keywordseo="pulsar" source="keywords">Pulsar</keyword> launched 20 years ago will hit 2 million units soon. Meanwhile, the Bajaj Group committed Rs 5,000 crore to social impact initiatives over 5 years, with a focus on skill development, under 'Bajaj Beyond'' the Group's new identity for all its CSR and charitable programmes. This will benefit over 2 crore of tomorrow's youth and enable them to take advantage of the employment and entrepreneurial opportunities offered by India's growing economy. "Social responsibility is deeply entwined in the <keyword id="21052740" type="General" weightage="20" keywordseo="bajaj-family" source="keywords">Bajaj Family</keyword>'s businesses and its philanthropic endeavours through generations. In the last 10 years alone, the Bajaj Group has contributed close to Rs 4,000 crore towards CSR initiatives largely focused on skilling and education, health, livelihood, water conservation, and several other areas of development," Bajaj Auto Chairman Niraj Bajaj said. The Bajaj Group's humanitarian efforts are channeled through several institutions. The <keyword id="21051165" type="General" weightage="20" keywordseo="jamnalal-bajaj-foundation" source="keywords">Jamnalal Bajaj Foundation</keyword>, Jankidevi Bajaj Gram Vikas Sanstha, and the <keyword id="21052739" type="General" weightage="20" keywordseo="kamalnayan-bajaj-hospital" source="keywords">Kamalnayan Bajaj Hospital</keyword>, among others, have worked unceasingly to uplift and empower communities, he said. The Group stays firmly committed to co-creating a thriving and inclusive future for all Indians, he added. Bajaj Group companies include Bajaj Auto, Bajaj Finserv, Bajaj Electricals, and Mukand Ltd. "Launching the Bajaj Engineering Skills Training (<keyword id="19925221" type="General" weightage="20" keywordseo="best" source="keywords">BEST</keyword>) last year has been a valuable learning experience for us. It gave us a very clear picture of the critical gap between theoretical education and practical skills needed in the manufacturing industry. The insights gained through BEST acted as a cornerstone in laying down the groundwork. With Bajaj Beyond, we will expand our skilling efforts across the group," Rajiv Bajaj said. "You do not change the world by sloganeering. Saying Make in India does not change the world; saying Aatmanirbhar does not change the world; saying vocal for local does not change the world; saying Viksit bharat does not change the world. "Words would not change the world, unless you have the skills to put those words into action. It would certainly not change the world by saying I will spend tens of thousand of crores of rupees on CSR or that I want to touch billions of lives," he added. Speaking at the event Sanjiv Bajaj, Chairman &amp; Managing Director, Bajaj Finserv, said, "Skilling has been at the heart of our social impact initiatives and we have seen the positive multiplier effect it has on the well-being of youth and their families. Our Certificate Programme in Banking, Finance and Insurance (CPBFI) prepares youth for employment in the fast-expanding financial services sector which is currently seeing a shortage of talent." With Bajaj Beyond, Bjajaj Finserv commits to strengthening India's skilling ecosystem, especially in the hinterland, enabling greater access to economic prosperity, he added.

Bajaj Auto working on CNG bike, to hit road in June: MD

US tech company <a href="http://www.businessinsider.in/searchresult.cms?query=Cognizant+" target="_BLANK￿￿￿￿">Cognizant</a> has retained its first place for the third time in the list of top recruiters in India, making as many as 192 offers at various MBA institutes in the country. 
 
Moreover, three other companies — <a href="http://www.businessinsider.in/searchresult.cms?query=Wipro" target="_BLANK￿￿￿￿">Wipro</a>, <a href="http://www.businessinsider.in/searchresult.cms?query=Deloitte+" target="_BLANK￿￿￿￿">Deloitte</a> and <a href="http://www.businessinsider.in/searchresult.cms?query=HCL" target="_BLANK￿￿￿￿">HCL</a> — made more than 100 offers in these institutes. Last year, only two companies had made offers in excess of 100, an exclusive ET survey has revealed. 
 
In a testimony to the growing demand for topnotch MBA talent, India Inc's top recruiters have stepped up campus hiring by 33.5%. 
Ten of India's biggest recruiters hired a total of 1,033 MBAs from 22 top business schools ET surveyed for this study. Around 774 graduates were picked by the top ten recruiters across 21 B-schools the previous year. 
 
These numbers, in absolute terms, reflect what is easily the most aggressive MBA talent drive in the five years that the ET India's Top Recruiters study is being conducted. 
 
The ET top 10 recruiters survey results are based on data from <a href="http://www.businessinsider.in/searchresult.cms?query=IIM+Ahmedabad+" target="_BLANK￿￿￿￿">IIM Ahmedabad</a>; IIM Bangalore; IIM Calcutta; IIM Kozhikode; IIM Indore; IIM Shillong; IIM Ranchi; IIM Raipur; IIM Udaipur; Narsee Monjee Institute of Management Studies; Indian Institute of Foreign Trade; International Management Institute, New Delhi; Faculty of Management Studies, Delhi; Faculty of Management Studies, BHU; Department of Management Studies, IIT Delhi; XLRI Jamshedpur; XIM Bhubaneswar; SP Jain Institute of Management &amp; Research; IIM Rohtak; MDI Gurgaon; IIM Kashipur and IIM Trichy. 
 Meanwhile, IIT Delhi's Department of Management Studies and IIM Rohtak replaced <keyword id="3761718" type="ORGANIZATION" weightage="80" keywordseo="Jamnalal-Bajaj-Institute-of-Management-Studies">Jamnalal Bajaj Institute of Management Studies</keyword> this year. There were 21 institutes last year. 
 With one in every 20-25 technology professionals holding a master's in business administration, Sriram Rajagopal, vice president — HR at <keyword id="28721" type="CITY" weightage="100" keywordseo="Cognizant">Cognizant</keyword> Technology Solutions, says his company is probably one of the most aggressive MBA recruiters in India. 
Besides the 192 hired across the 22 business schools, the company offered jobs to more than 500 MBAs from the 2015 graduating batch. 
 
"We are in the midst of once-in-a-decade shift in the technology landscape. This trend is creating significant opportunities for B-school graduates. We believe our industry leading growth is, in part, a function of our ability to proactively provide solutions to business problems and not just technological capability and this attribute is strengthened by our MBA talent," said Rajagopal. 
 Following on the heels of Cognizant are Wipro, <keyword id="6358918" type="PERSON" weightage="100" keywordseo="Deloitte">Deloitte</keyword>, <keyword id="30331" type="CITY" weightage="80" keywordseo="HCL-Technologies">HCL Technologies</keyword>, ICICI Bank and <a href="http://www.businessinsider.in/searchresult.cms?query=KPMG" target="_BLANK￿￿￿￿">KPMG</a>. The first five companies have been regulars on the top 10 list for the past five years. 
 Moreover, the fifth position this year is shared by two. <keyword id="50041" type="CITY" weightage="80" keywordseo="KPMG">KPMG</keyword> has made a big entry into the list for the first time to be alongside ICICI Bank. The consultancy firm hired 90 students from the surveyed schools, and reported a more than 20% overall jump in its MBA intake over the past two years. 
"Our MBA intake over the past few years has increased substantially," said Shalini Pillay, head of people, performance and culture at KPMG in India. "This is commensurate with our growth across various services in the advisory space.” 
 
Rival Deloitte reported a 30% increase in overall MBA hiring over the previous year, taking in 108 graduates at the surveyed schools alone. Wipro said it strengthened its focus on hiring from select B-schools and recruited 127. HCL and <a href="http://www.businessinsider.in/searchresult.cms?query=ICICI+Bank+" target="_BLANK￿￿￿￿">ICICI Bank</a> hired 101 and 90, respectively, from the surveyed business schools. 
 
"Hiring talent from top-tier business schools through campus recruitment, thereby building a talent pipeline to create leaders for tomorrow, has been integral to ICICI Bank's recruitment strategy. This year, we have recruited 180 students from business schools across the country," said TK Srirang, the bank's senior general manager and HR head. 
 <keyword id="6370971" type="CITY" weightage="80" keywordseo="Accenture">Accenture</keyword> and <keyword id="15492" type="CITY" weightage="60" keywordseo="Vodafone">Vodafone</keyword> enhanced B-school hiring and reported a significant uptick in this year's numbers. Accenture was the top recruiter at the top three IIMs, with 49 offers, of them 21 at IIM Ahmedabad alone. 
 
"Yes, we are hiring more MBAs now. We believe that MBA talent is extremely important and a key component of our hiring and growth strategy," said Sukhpreet Kalra, associate director, recruitment, for <a href="http://www.businessinsider.in/searchresult.cms?query=Accenture+" target="_BLANK￿￿￿￿">Accenture</a> in India. 
 
Vodafone recruited 82 graduates from the surveyed schools to debut on the list at the eighth position. While Amazon led the ecommerce companies vying for fresh MBA talent, hiring 84 across the schools surveyed and moving to the seventh position from joint ninth last year. With <keyword id="541988" type="COMPANY" weightage="80" keywordseo="SnapDeal">Snapdeal</keyword> snapping up the ninth slot and making its debut on the list with 81 hires, India's largest online retailer, <keyword id="6354742" type="COMPANY" weightage="80" keywordseo="Flipkart">Flipkart</keyword>, missed out on the top 10 rankings by a whisker. 
 
Raj Raghavan, HR director at <a href="http://www.businessinsider.in/searchresult.cms?query=Amazon" target="_BLANK￿￿￿￿">Amazon</a> India, said the company has seen a 140% increase in its MBA intake over the past two years. "B-school graduates are a key part of our growth story in India and we are building a leadership pipeline for the future," he said. The company offered roles across operations, consumer business, HR and finance, and around 25% of its MBA hires came through pre-placement offers. 
 
Snapdeal, for the first time, had a large structured B-school hiring plan. It hired for roles in sales and marketing, business strategy, category management, supply chain and product management. 
 
"MBA graduates have proven to be better equipped to analyse, interpret and find actionable trends from complex data. Thus, it is crucial for us to get on board MBA talent for the company's overall business and growth strategy. We have hired around 250 MBA graduates across Indian B-schools this year," said Vice President Saurabh Nigam. 
 
Companies like Deloitte and <a href="http://www.businessinsider.in/searchresult.cms?query=Vodafone+" target="_BLANK￿￿￿￿">Vodafone</a> hired a big chunk of B-school graduates through pre-placement offers (PPOs). 
 
"In the last fiscal (year), we had about 288 interns... A majority of them went on to secure PPOs," said SV Nathan, senior director and chief talent officer at Deloitte in India. Out of the 100 B-school candidates Vodafone hired this year, 57% had been through PPOs. The focus on B-school talent is only going to sharpen for recruiters, the study shows. 
 
Amazon's Raghavan said with India becoming a major growth story for the US-headquartered company, it was looking for top talent from business schools to build a career in Amazon. 
 
(Image: Indiatimes)

Cognizant is top recruiter in India! Wipro, Deloitte, HCL, ICICI Bank and KPMG in top five

New Delhi, The <keyword id="6354977" type="COMPANY" weightage="20" keywordseo="Supreme-Court">Supreme Court</keyword> has upheld the <keyword id="2687455" type="COMPANY" weightage="20" keywordseo="AYUSH-Ministry">Ayush Ministry</keyword>'s advisory to permit use of homoeopathy medicines as add-ons to standard care in Covid-19 treatment, <keyword id="6354721" type="COMPANY" weightage="20" keywordseo="parliament">Parliament</keyword> was told on Friday. In a written reply in the Lok Sabha, Youth Affairs and Sports Minister <keyword id="638723" type="PERSON" weightage="20" keywordseo="Kiren-Rijiju">Kiren Rijiju</keyword>, who holds additional charge of the <keyword id="6371607" type="LOCATION" weightage="20" keywordseo="ayush">Ayush</keyword> Ministry, said that while homoeopathy treatment is not to be given in standalone mode for Covid-19 treatment, <keyword id="10752099" type="UNKNOWN" weightage="20" keywordseo="ayush-interventions">Ayush interventions</keyword>, including homoeopathy, as add-on to standard care are allowed. He also said that the Ayush Ministry has taken many steps with the help of other systems of medicine, including homeopathy, for Covid-19-related treatment. The Minister also cited the Ministry's letter dated March 6, 2020 to all Chief Secretaries of states and <keyword id="390245" type="COMPANY" weightage="20" keywordseo="Union-Territories">Union Territories</keyword>, conveying specific suggestions on augmentation of general immunity of people and about possible Ayush interventions. He also mentioned the self-care guidelines issued by the Ministry on March 31, 2020 for preventive health measures and enhancing immunity with special reference to respiratory health. Further, the Ayush Ministry, through various research organisations and National Institutes under it, has conducted 105 <keyword id="10752098" type="UNKNOWN" weightage="20" keywordseo="interdisciplinary-clinical-studies">interdisciplinary clinical studies</keyword> (including 20 studies of homoeopathy) at 136 centres in the country. Clinical research studies are conducted on Ayush interventions as prophylactic interventions in high risk population targeting approximately five lakhs population and as an add-on to standard care to Covid-19 management. SEE ALSO: <a href="https://www.businessinsider.in/business/ecommerce/news/why-grofers-may-allow-an-american-blank-cheque-firm-to-buy-it-out-instead-of-fighting-ambani-and-bigbasket-for-ipo/articleshow/80874979.cms">Here’s why Grofers may allow an American “blank cheque” firm to buy it out instead of fighting Ambani and BigBasket for IPO</a> <a href="https://www.businessinsider.in/india/news/spicejet-and-indigo-stocks-take-off-as-a-2-hour-flight-could-now-cost-up-to-13000/articleshow/80873865.cms">SpiceJet and IndiGo stocks take off as a 2-hour flight could now cost up to ₹13,000</a> <a href="https://www.businessinsider.in/business/auto/news/centre-earned-100-crores-by-sharing-vehicle-registration-data-with-companies-such-as-bmw-axis-bank-bajaj-allianz-lt-and-others/articleshow/80879638.cms">Centre earned ₹100 crores by sharing vehicle registration data with companies such as BMW, Axis Bank, Bajaj Allianz, L&amp;T and others</a>

Homoeopathy medicines add-ons allowed in COVID-19 treatment, says Youth Affairs and Sports Minister

A distinguished billionaire entrepreneur of India, <keyword id="33278" type="PERSON" weightage="20" keywordseo="Rahul-Bajaj">Rahul Bajaj</keyword> is also a philanthropist and Member of Parliament. Rahul Bajaj hails from the business house established by Jamnalal Bajaj and eventually became the chairman of the most prestigious Bajaj Group, an Indian conglomerate. Here are a few interesting <keyword id="8407225" type="UNKNOWN" weightage="20" keywordseo="facts-about-rahul-bajaj">facts about Rahul Bajaj</keyword> which you might not have known. Rahul Bajaj was born on 10 June 1938. Son of an Indian independence fighter Jamnalal Bajaj, his birth happened in a Marwari family. In 2001, Rahul Bajaj got the highest civilian award in the country Padma Bhushan. Rahul Bajaj spoke at length about the marketing scenario in India in an interview connected with a project entitled Creating Emerging Markets at the Harvard Business School and thoroughly criticized the industrial policies of the country before liberalization in the 1990s. Bajaj did his schooling in Cathedral and John Connon School and studied law at Government Law College, Mumbai. He is an alumnus of Harvard Business School in the US and St. Stephen's College, Delhi. Rahul Bajaj took over the Bajaj Group in 1965 and gave a wonderful leadership to the entity till 2005. Following him, his son Rajiv became the managing director of the Group. He became the CEO of Bajaj Auto in 1968 when he was just 30 years. Rahul Babaj got elected to the Upper House of the Parliament for the period between 2006 and 2010. His wealth is estimated at US$ 4.2 in the year 2019. Earlier in 2016, the Forbes magazine ranked him in the 722nd position in the list of world’s billionaires. Rahul Bajaj has three children. His sons Rajiv Bajaj and Sanjiv Bajaj are managing his establishments. His daughter Sunaina is given in marriage to Manish Kejriwal, the former chairman of Temasek India. The Pune based manufacturer has his stakes in firms including Bajaj Holdings and Investments, an investment company, and Bajaj Finserv, which is a leading insurance and consumer finance group in India. The major chunk of Rahul Bajaj’s wealth comes from the company Bajaj Group that was established in the year 1926 by his grandfather Jamnalal. He has a significant investment in Bajaj Auto, one of the largest makers of two wheelers in the world. In 2018, the company made a revenue of 247 billion rupees. Rahul Bajaj has 10% stake in Bajaj Finserv, an insurance and consumer finance provider and 24% stake in Bajaj Holdings &amp; Investment, the holding company, which fall under the Bajaj Group. His other holdings are 2% stake in Bajaj Finance, 14% stake in Bajaj Electrical, a home appliance maker and 19% stake in Mukand, manufacturer of wire rods, alloy castings and steel bars. Pointing out that business was in his blood, Rahul Bajaj once said in an interview at the Harvard Business School, “Given my family background, I knew I wanted to be a businessman by the time I was about 12”. In 2008, he split the Bajaj Auto into three units for the sake of boosting the shareholder’s returns and provided more control in the management to his sons Rajiv and Sanjiv.

Unknown Facts About padma bhushan Rahul Bajaj

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

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

<ul><li><keyword id="1402053" type="General" weightage="20" keywordseo="ashok-vaswani" source="Orion">Ashok Vaswani</keyword> is a Stanford graduate who is also a CA, CS and did his Bachelors at Sydenham College of Commerce.</li><li>Vaswani worked with <keyword id="44473" type="General" weightage="20" keywordseo="citigroup" source="Orion">Citigroup</keyword> and more recently, at <keyword id="6386585" type="General" weightage="20" keywordseo="barclays" source="Orion">Barclays</keyword>, where he built and grew the business to a scale.</li><li>Vaswani is obsessed with technology but also focused on earning the trust of his consumers.</li><li><keyword id="45051" type="General" weightage="20" keywordseo="uday-kotak" source="Orion">Uday Kotak</keyword> has roped in an outsider given the extent of the transformation that <keyword id="46013" type="General" weightage="20" keywordseo="kotak-mahindra-bank" source="Orion">Kotak Mahindra Bank</keyword> will need in times to come when banks will have to fight for wallet share of consumers. </li></ul>Today, you don’t need to step into a bank to make payments, check your balance or even request for a cheque book. That is if you still use those booklets. Since your bank’s mobile app allows you to do all this and much more online, can there be more digitisation in banking? Well, the new CEO of Kotak Mahindra Bank Ashok Vaswani thinks that a lot more technology can be deployed in banks. As the CEO of Barclays Bank UK, Vaswani knows how the lives of consumers can transform with digitisation. He is also cognisant of the fact that a bank does not only cater to millennials or GenZ population. At Barclays, he had a team of tech experts to help consumers who were even in their 1990s such that they could learn not just digital banking but even chat with grandkids on Skype or Zoom. That is how the new CEO of Kotak Mahindra Bank thinks, given that his head and heart are in the right place. At a time when banks are struggling to keep consumers happy while maintaining high profit margins, Vaswani could well be the man who can plug the gaps. And, if there’s something he can talk about for hours, it is the technological transformation of financial services. Not only is he cognisant of the ease that digital banking brings, but also the risk that comes along with it. This generational shift at India’s fourth largest private bank in India clearly wants to up its game in the years to come by leveraging technology to transform not only its operations but also create new and better services for its customers. Imagine an AI Bot that actually tells consumers every month on how spending on eating out is much more than feasible or that average monthly savings are not good enough when you retire. Yes, Vaswani believes that is the next stage of banking as it can open up different ecosystems. In an interview a few years ago at the University of West England, Bristol, he said: “I would submit that a lot more digitisation can happen. Why would I not be able to tell you, you are earning so much, you are spending this much and you should be saving. Can you imagine, you spent so much money on Uber and that you should be careful?” There are so many aspects of digital transformation that limits are frankly only set in the mind. As the CEO of Barclays UK, he has not just built a lot of products for consumers but even their confidence in the bank and the banking system. It is a refreshing change to hear a CEO talk about confidence in the company and not just on margins. Vaswani has a proven track record spanning three and a half decades across the world’s leading banks. He was initially at Citigroup and more recently, at Barclays, where he built and grew the business to a scale. He brings with him significant executional experience with a high degree of compliance and industrial strength across corporate and consumer businesses. Vaswani was Chief Executive Officer of Barclays Bank, UK and subsequently CEO of their global consumer, private, corporate and payments businesses and Member of the group executive committee. Earlier, he was CEO Citigroup Asia Pacific and Member of the Citigroup Global Operating Management Committees. He also built and ran various country and regional businesses across geographies. What makes him interesting is that he has not only run global banks but has even been president of Pagaya Technologies, a US-Israeli AI fintech company. This kind of exposure makes him a much better candidate than any insider at Kotak Mahindra Bank. At last count, there were three top contenders for the job, but Uday Kotak has roped in an outsider given the extent of the transformation that the bank will need to undertake to remain relevant in the face of competition from other fintechs. Ashok is married to Veena and their daughter is working in the United States of America. It is interesting that Uday Kotak, first generation founder and promoter of Kotak Mahindra Bank, has brought in an outsider to run the bank. Organisations typically are wary of bringing in outsiders at top jobs mostly because of the friction that results from such hiring due to cultural fitment and acceptance of a known candidate. It is easier for the rank and file to accept an insider rather than an outsider but Uday Kotak has chosen to take the risky route. While in some unfortunate cases like Infosys, where Vishal Sikka did not fare too well when promoters stepped away in 2014, the experiment of outsiders has been rather successful at the Tata Group. When Ratan Tata took over the reins at the Tata Group, he brought in Kishor Chaukar who came from ICICI Securities to head Tata Industries. Ravi Kant came in from Philips India in 1999, and headed commercial vehicles for Tata Motors before becoming MD in 2005. In 1998, the then vice-chairman of Hindustan Lever (now known as Hindustan Unilever), moved to Tata Sons as executive director. Typically, Indian corporations bring in overseas talent when they believe that the requisite skills are not available in India. But given that India’s private banking sector has grown and flourished under the stewardship of homegrown talent, this shift is an interesting move by Uday Kotak, who clearly sees merit in Vaswani’s experience outside of India. No wonder Uday Kotak, Founder and Director, Kotak Mahindra Bank said: “I am proud that we bring a ‘Global Indian’ home to build Kotak and India of tomorrow.” Interestingly, Ashok Vaswani is a Bachelor of Commerce, Economics and Accountancy, from the Sydenham College of Commerce and Economics (Bombay University), CA from the Institute of Chartered Accountants of India, CS from the Institute of Company Secretaries of India and Executive Education from the Stanford University Graduate School of Business. Uday Kotak too is alumnus of Sydenham College and has a postgraduate degree in management studies in 1982 from Jamnalal Bajaj Institute of Management Studies.

The CEO who believes that there’s a lot more to digitise at banks

Max Financial Services: Company worth ₹24,000 crore running with only 12 employees

<ul><li><a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink">Global Trends Festival</a> is one of the world's most prestigious events which will be live from Oct 19-23.</li><li>While nobel laureates, some of the biggest political and corporate icons will provide thought leadership, it's a great platform to network with CXOs from around the world.</li><li><a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink">Global Trends Festival 2020</a> is presented by <a href="https://www.businessinsider.in/trendsfestival" data-type="tilCustomLink"></a><a href="https://aws.amazon.com/" data-type="tilCustomLink">AWS</a>.</li><li>Get your tickets now from <a href="https://in.bookmyshow.com/events/business-insider-global-trends-festival/ET00137578" data-type="tilCustomLink">BookMyShow</a>.</li></ul> When billionaire Ajay Piramal sold his successful pharmaceutical company Nicholas Piramal to Abbot in 2010, many people were surprised. After all, he has been in this business for decades, but few remember that in the late 80s, before he purchased Nicholas Labs, he was running a textiles company and a machine tools company! Today, the $4 billion Piramal Enterprises spans sectors as varied as pharmaceutical and financial services and makes a third of its revenue outside India. The larger Piramal Group has interests in real estate and glass manufacturing as well, with offices in over 30 countries. After he completed business management from Jamnalal Bajaj Institute of Business Studies, entered the family business, his father handed him a newly acquired company called Miranda Tools to run - an experience that later helped him deal with the many companies he would acquire in his illustrious career ahead. A wide portfolio A young Piramal had initially faced many hardships including the labour troubles in the textile sector, before he made his entry into pharmaceuticals. That’s when the world saw his penchant for striking deals - a move which diversified the company across the entire range of drugs. He scooped up the domestic manufacturing plants of many multinational pharma majors like Roche, Aventis and more and it helped that back then MNCs were exiting India. Thanks to the many deals he made including buying a glass maker and bulk drug maker and by the time he sold the company, it had presence across the therapeutic range right from antibiotics to dermatological drugs to cardiovascular products. The <a href="https://www.business-standard.com/article/specials/of-mergers-and-spin-offs-198030201049_1.html">merger with Boehringer Manheim </a>added diabetics and even diagnostics range to its ever growing portfolio that helped it balance risks as a number of drugs’ prices were controlled by the government in the 2000s. The joint venture specialist Piramal also took a visionary approach to his business unlike most of his peers who were reverse engineering drugs in the domestic business earning ire from Big Pharma. Instead he struck joint ventures with MNCs like Boots and Allergan - some of whose brand rights were transferred to the business. By the time the company was sold to Abbott at a spectacular valuation which is 30 times the profit it was making, Nicholas Piramal had six Over-The-Counter brands <a href="https://economictimes.indiatimes.com/industry/healthcare/biotech/pharmaceuticals/the-inside-story-of-how-ajay-piramals-pharma-empire-received-a-boost-after-the-abbott-sale/articleshow/62891694.cms">in the top sellers list </a>along with presence in every other therapeutic range. But Piramal’s move to sell to Abbot that left him with <a href="https://www.forbes.com/sites/naazneenkarmali/2014/04/17/in-a-dealmaking-spree-indian-billionaire-ajay-piramal-places-333-million-bet-on-financial-services/#2f6f7c695c7d">$1.6 billion of personal wealth</a>, was also not his career best masterstroke. That distinction is reserved to investment and exit in Vodafone India within <a href="https://www.forbes.com/sites/naazneenkarmali/2014/04/17/in-a-dealmaking-spree-indian-billionaire-ajay-piramal-places-333-million-bet-on-financial-services/#2f6f7c695c7d">two years that left </a>him with around $500 million gain with over 50% returns! He was one of the few people who would ever gain from Vodafone India, which later got mired in multiple controversies and has been struggling to survive in the recent past. It is this knack to sense opportunities quickly and clinch deals at the right time has earned him an interesting title - the <a href="https://www.business-standard.com/article/companies/is-ajay-piramal-the-warren-buffett-of-india-114041501418_1.html">Warren Buffet of India</a>. SEE ALSO: <a href="https://www.businessinsider.in/business/news/get-inspired-by-prashant-chandrasekar-the-ceo-of-us-based-stack-overflow-at-global-trends-festival-2020/articleshow/78033494.cms" data-type="tilCustomLink">Get inspired by the Bengaluru boy who is now the CEO of US-based Stack Overflow at Global Trends Festival 2020</a> <a href="https://www.businessinsider.in/business/news/deepak-parekh-chairman-hdfc-a-legend-from-indias-financial-capital-at-global-trends-festival-2020/articleshow/78012923.cms" data-type="tilCustomLink">Deepak Parekh, a legend from India’s financial capital, must be on your watchlist at Global Trends Festival 2020</a> <a href="https://www.businessinsider.in/business/news/meet-vani-kola-managing-director-kalaari-capital-the-unicorn-hunter-at-global-trends-festival-2020/articleshow/77999658.cms" data-type="tilCustomLink">Meet Vani Kola, the unicorn hunter, at Global Trends Festival 2020</a>

Don’t miss Ajay Piramal, a master deal maker with business in 30 countries, at the Global Trends Festival 2020

<keyword id="6355408" type="General" weightage="80" keywordseo="imf" source="Orion">IMF</keyword>'s Chief Economist <keyword id="154034" type="General" weightage="20" keywordseo="Gita-Gopinath" source="Orion">Gita Gopinath</keyword> will leave her job in January next year and return to the prestigious <keyword id="53675" type="General" weightage="80" keywordseo="harvard" source="Orion">Harvard</keyword> University, according to the global financial institution. The 49-year-old prominent Indian-American economist had joined the International Monetary Fund (IMF) as the Chief Economist in January 2019. She was the John Zwaanstra Professor of International Studies and Economics at Harvard University when she joined the Washington-based global lender. IMF Managing Director <keyword id="2200950" type="General" weightage="20" keywordseo="kristalina-georgieva" source="Orion">Kristalina Georgieva</keyword> on Tuesday announced that the search for Gopinath's successor would begin shortly. "Gita's contribution to the Fund and our membership has been truly remarkable - quite simply, her impact on the IMF's work has been tremendous," Georgieva said. Mysuru-born Gopinath is the first-ever woman Chief Economist of the IMF. Harvard University had extended her leave of absence on an exceptional basis by one year, which has allowed her to serve as Chief Economist at the IMF for three years. "She made history as the first female Chief Economist of the Fund and we benefited immensely from her sharp intellect and deep knowledge of international finance and macroeconomics as we navigate through the worst economic crisis since the Great Depression. "Gita also won the respect and admiration of colleagues in the Research Department across the Fund, and throughout the membership for leading analytically rigorous work and policy-relevant projects with high impact and influence," Georgieva said. The IMF said that as part of her many significant initiatives, Gopinath co-authored the "Pandemic Paper" on how to end the COVID-19 pandemic that set globally endorsed targets for vaccinating the world. This work led to the creation of the Multilateral Task Force made up of the leadership of the IMF, the World Bank, the World Trade Organisation and the World Health Organisation to help end the pandemic and the establishment of a working group with vaccine manufacturers to identify trade barriers, supply bottlenecks, and accelerate delivery of vaccines to low- and lower-middle income countries, the IMF said in a statement. Among her other key accomplishments, Gopinath helped set up a Climate Change team inside the IMF to analyse, among other things, optimal climate mitigation policies. "I would like to express my personal appreciation to Gita for her impressive contributions, her always wise counsel, her devotion for the mission of the Research Department and the Fund more broadly, as well as her widely recognised inclusive and accessible approach to colleagues and staff," Georgieva added. Born in December 1971 to Malayalee parents, Gopinath had her schooling in Kolkata and graduated from the Lady Shri Ram College of Commerce in Delhi. She did Masters from the Delhi School of Economics as well as from the University of Washington. Gopinath did her Ph.D in economics from Princeton University in 2001 and she was guided by <keyword id="147334" type="General" weightage="20" keywordseo="kenneth-rogoff" source="Orion">Kenneth Rogoff</keyword>, Ben Bernanke and Pierre-Olivier Gourinchas. She joined the University of Chicago in 2001 as an Assistant Professor before moving to Harvard in 2005. She became a tenured Professor there in 2010. She is the third woman in the history of Harvard to be a tenured professor at its esteemed economics department and the first Indian since the Nobel laureate Amartya Sen to hold that position. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/ril-jubilant-foodworks-bajaj-auto-and-other-stocks-to-watch-out-for-on-october-20/slidelist/87148904.cms">RIL, Jubilant Foodworks, Bajaj Auto and other stocks to watch out for on October 20</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/tech/news/researchers-develop-ai-based-algorithm-that-can-detect-unseen-signs-of-heart-failure/articleshow/87136581.cms">Researchers develop AI-based algorithm that can detect unseen signs of heart failure</a>

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The CEO who believes that there’s a lot more to digitise at banks

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