Download - Radjou India Oct14

8/8/2019 Radjou India Oct14

1/37

India: The Emerging Innovation Giant

Navi RadjouVice President, Principal Analyst

Forrester Research


2/37

2Entire contents 2006 Forrester Research, Inc. All rights reserved.

Source: Deepak Lal, In Praise of Empires: Globalization and Order, Palgrave

Macmillan, 2004

GDP

inde

x

(PPP$)

0

100

200

300

400

500

600

700

800

900

1500 1600 1700 1820 1870 1913 1998

China India USA

(Russia = 100)

After ceding its crown as a global economic giant


3/37


0

10000

20000

30000

40000

50000

60000

70000

80000

2000 2010 2020 2030 2040 205

BillionsofU

S$

India GDP + China GDP

India GDP

China GDP

US GDP

Source: Goldman Sachs

India is attempting to regain it


4/37


Indias world-class invention capabilities

Source: www.isro.org


5/37


Indias world-class transformation capabilities

Source: http://akgoyal.com/wp-content/uploads/2007/09/india-wins-t20-world-cup.jpg

Source: http://www.washingtonpost.com/wp-dyn/content/

article/2008/06/25/AR2008062500566.html?hpid=entnews


6/37


Indias world-class innovation brokeringcapabilities

Source: www.regalhotel.com

Source: www.jobsletter.org.nz

Source: cache.eb.com/eb/image?id=74050

Source: http://upload.wikimedia.org/wikipedia/commons/

thumb/f/ff/EdictsOfAshoka.jpg/455px-EdictsOfAshoka.jpg
http://upload.wikimedia.org/wikipedia/commons/f/ff/EdictsOfAshoka.jpg


7/37


Theme

Indias core competency lies in

transforming and brokering

innovations for local and globalconsumption instead of

merely inventing new things

just for the sake of inventing

them


8/37


Agenda

How does the Indian market differ from otheremerging markets?

Which Indian organizations are championinginnovative best practices?

How do Indian companies exploit technology todrive innovation and sustain growth?

What are the key market opportunities for US

vendors in India? Public policy implications for the US


9/37


Agenda



How do Indian companies exploit technology to driveinnovation and sustain growth?

What are the key market opportunities for US vendors

in India?Public policy implications for the US


10/37


The myth . . .

Source: http://www.people.hbs.edu/tkhanna/Khanna.jpg

Source: images.barnesandnoble.com/images/

14910000/14910017.JPG


11/37


The reality . . .


12/37

12Entire contents 2006 Forrester Research, Inc. All rights reserved.Source: Rama Bijapurkar (http://www.ramabijapurkar.com)

The reality . . .


13/37


Success criteria for made-in-India innovations:

1. Simple (hassle-free, intuitive use)

2. Low-cost

3. High-volume


14/37


Case in point: Nano

Sources: http://uberdesi.com/blog/wp-content/uploads/2008/01/nano.jpg and http://imod.co.za/wp-content/uploads/2008/01/tata-nano.jpg


15/37


Agenda

How does the Indian market differ from other emergingmarkets?

Which Indian organizations are championing innovative

best practices?

How do Indian companies exploit technology to drive innovationand sustain growth?

What are the key market opportunities for US vendors in India?

Public policy implications for the US


16/37


Tata Motors Innovation Network

T

S

Inventor

R&D cranked out 40 patents for Nano design

(2007)

Transformer

Supply chain and marketing functions are focusedon scaling Nano design into a commercial reality:250,000 units by 2009 (one million units beyond2011)

T

Financier

CFO office finances invention and transformationactivities (emphasis on latter!)

S

Broker

Sales and distribution functions broker access to anationwide dealer network to speed time-to-volume


17/37

17Entire contents 2006 Forrester Research, Inc. All rights reserved.Source:Tata Motors (http://www.tatapeoplescar.com/)


18/37


Indias first truly multinational R&D firm: Suzlon

Source: www.suzlon.de


19/37


Indias national R&D labs now broker global

connections

Global partners include:

Du Pont, GE, EXXON Mobil

http://www.csir.res.in/

CSIR


20/37


Agenda

How does the Indian market differ from other emergingmarkets?


How do Indian companies exploit technology todrive innovation and sustain growth?


in India?Public policy implications for the US


21/37


22/37


T

S

Inventor

Hatches a new idea or creates new product, new service, or new

business model

Transformer

Converts inputs from inventors into market-relevant and usable products,services, or processes

T

Broker

Facilitates global interactions among Inventors, transformers, andfinanciers globally

Indian tech leaders dont invent -- but transform and

broker innovation . . . globally

ICICI f li ti i ti b t ti


23/37


ICICI focuses on replicating innovative best practices

across its global business network

I consider myself as the chief innovation

orchestrator -- tasked with delivering the

innovation piece wherever it was conceptualized

within ICICIs global network

- Pravir Vohra, group CTO, ICICI


24/37


Agenda



How do Indian companies exploit technology to driveinnovation and sustain growth?

What are the key market opportunities for US

vendors in India?Public policy implications for the US


25/37


India is emerging as a global R&D hub

Top-ranking destination countries by number of

research and development projects

Source: IBM-Project Location International (IBM-PLI) Global Investment Locations Database (GILD)


26/37


Multinationals expand their R&D presence in India

Source: August 3, 2006 Offshore Product Development Has Arrived Report


27/37


Microsofts Unlimited Potential program drives

social innovation in Indian villages
http://blogs.msdn.com/blogfiles/healthblog/WindowsLiveWriter/UnlimitedPotentialfortelehealth_6857/image_4.pnghttp://blogs.msdn.com/blogfiles/healthblog/WindowsLiveWriter/UnlimitedPotentialfortelehealth_6857/B%20(2).png


28/37


Cisco has begun to de-Westernize its organization by

opening its 2nd headquarters inBangalore


29/37


Agenda


Which Indian organizations are championing

innovative best practices?

How do Indian companies exploit technology to drive

innovation and sustain growth?


in India?

Public policy implications for the US


30/37


We are transitioning to a post-American tech

economy

India has fastest IT growth rate compared to otheremerging markets and the US!

SAP added 6 new

Indian clients

every working

day!


31/37


characterized by a multipolar tech world order


32/37


Nuclear deal will turbocharge US-India Innovation

Networks

US-India Innovation Networks will be anchored by


33/37


US-India Innovation Networks will be anchored by

region-to-region, not state-to-state-level, cooperation

http://www.bayeconfor.org/media/files/pdf/InnovationDrivenEconomicDevelopmentModel-final.pdf

The role of the economic

development practitioners

should be to broker innovation

networks, connecting inventors,financiers, and transformers to

produce results


34/37


Summary

Innovation made-in-India must meet the low-cost/high-volume criteria.

Indian firms especially Indian IT leaders are

adept at transformingand brokeringinnovations on a

worldwide basis.

US vendors can handsomely profit by serving Indias growing

corporate AND social innovation needs . . .

Shunning protectionism, US policy-makers (at the regional

level) must learn to broker US-India Innovation Networks

Ch k t bl M d I I di


35/37


Check out my blog:Made In India(http://discussionleader.hbsp.com/radjou/)

Source: (http://discussionleader.hbsp.com/radjou/)


36/37


Thank you

Navi Radjou

[email protected]

650.581.3849

www.forrester.com
mailto:[email protected]:[email protected]


37/37

37Entire contents 2006 Forrester Research Inc All rights reserved

Selected bibliography

Forthcoming research, Silicon Valley 3.0

October 2, 2008, Microsoft Unleashes Indias CreativeCapitalism

September 9, 2008, ICICI Banks On Global InnovationNetwork Success

June 6, 2008, Indian CEOs Seek Continuous BusinessInnovation

March 6, 2006, President Bushs Historic Visit To IndiaAccelerates USIndia Tech Cooperation

November 5, 2005, How India, China Redefine The TechWorld Order

Download - Radjou India Oct14

Top Related