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Experiences @ TATA
NNOVATION
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1990: India & Tata
Economy:Closed, Insulated (Peak importduties down from 125%)
Market:Supplier dominated
Customer:Limited choice
Education:Doing things right
GDP per capita growth rate:
India
Low stakes in major companies Tata
Power 4%, Tata Steel 8% etc.
Low revenues (6 billion)
No Group logo, various versions of T
Tata Group
Early Innovations by the Group Started byTata Enforcedby Law
8 hour working day 1912 1948
Maternity Benefit 1928 1946
Leave with pay, Workers ProvidentFund Scheme
1920 1948
1.8%1.6%
2.8%
4.4%
3.4%
1950 1960 1970 1980 1990
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The Mantra in the 90s: Improve fast
Initiatives:Cost cutting (Big 5 consultants),
Benchmarking, Knowledge Management,
Competitive Intelligence
Focus:Tight integration and alignment towards
Vision and GoalsLearning missions to USA
Extensive use of The Tata Business
Excellence Model (Malcolm Baldrige)
Traits:Humility to learn and Copying fast
without failing
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What was missing?
The attitude of Lookup or Look aroundvsLook
ahead: Can you tell me who else is doing?, Showme how it is done?
Risk averse culture:Failure-a stigma for managers;
Improvement projects with 100% chances of success.
Cost reduction the dominant theme forinnovation
You could at best be the 2ndand never be the leader
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TGIF Charter in 2007
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Building Capability
Workshops and Training: 5000+ Managers
Open Innovation:Prof Henry Chesbrough,Haas School at Berkeley
Disruptive Innovation:Prof ClaytonChristensen, Harvard
Business School
Innovation Value Chain:
Prof Julian Birkinshaw,London Business School
The Innovators Mindset:
Dr James Canton, CEO &Chairman futureguru.com
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InnoMissions
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Research and Publications
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10/2010
Objective: To quickly let the companies/teams know the health of theirinnovation ecosystemgenerate creative tension
Adopted from Prof Julian Birkinshaw
1. World-class system that measures the health of innovation ecosystem
Robustness of Process
Conduciveness of ambience (Culture)
Strategic Focus
2. Benchmark of 121 companies across geographies and sectors
3
3.
1
2.
9
2.
8
2.
8
2.
8
4.5 4.5 4.5 4.5
4 4
II IO CP S D D
Sample
Innometer
Result
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Three parts of Innometer
Idea Generation(Inside, Outside, Cross
Pollination)
Idea Execution(Selection,
Development)
Monetisation
Process
Culture
Constraints Chaos
Direction Space and Time
Rules and boundaries Support systems
Strategic Focus
Senior Managements Role Trust InhibitionsEmpowerment Silos R&RAgility Bureaucracy Measurement
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Overall Innometer Outcomes
2.Conversion1. Ideas Generation
ProcessB
3.Monetisation
InsideCross
pollinationOutside
Development
Selection
CultureC
Strategic FocusA
Drive inorganization
BusinessFocus
Structure forManaginginnovation
InnovationPortfolio
Inno
vation
outc
omes
Measure health of innovation ecosystem
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Balanced
Innovation Portfolio
Product /
Services
Process Business Model
Break-throughInnovation
IncrementalInnovations
Improvement
Ideas
Ideas Creative Themes
Employees Employees
No process can replace CREATIVITYrequired for Ideas
Objective: To help companies identifyOpportunities for Innovation and generate
CREATIVE THEMES for targeting
innovations
The Catalyst
Adopted from Prof Clayton Christensen
InnovationPortfolio
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14/2014
Tata InnoVerseConnecting Tata Companies Powering the idea engine
We need plenty of ideas
We need speed to locatethe most promising ones USE WISDOM OF CROWD
But How? Idea Market similarto Stock Market
Buy/sell idea
Why participate?Material benefits,
Social Esteem
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15/2015
Tata InnoVerse: Early results
11Companies
24,400+users
14,750+logged in
26,900+Ideas
2,83,000impressions 1600+ ideas
selected
110+ ideasimplemented
Comment
Bet
Rate
Post
43% ideas are coming from outside
An indication of positive culture of OPEN INNOVATION
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Group level process to capture, showcase and
stimulate Innovations
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Thank You
NNOVATION