The term patinformatics is borrowed from the names of some of the common technological fields such as bioinformatics, cheminformatics. The term patinformatics is used to define the process of analyzing patent documents to uncover the trends and relationships camouflaged amongst them. Commonly computational methods or computer software are used to study the patent documents. Patinformatics could be considered as macro level analysis as opposed to bioinformatics where in the biological data are analyzed on a one-on –one basis. But since 80% of technical knowledge is embedded in patents and there are 35 million patents available for study, analysis worldwide, it is not feasible to adopt one-to-one analysis approach. However the concept of micro level analysis could also be employed provided the amount of data to be studied is confined in few patent documents. But the requirements of accuracy and precision remain unaltered for both types of analysis. Micro level analysis could be performed with the aid of computer software, but macro level analysis do require human intervention and better intellectuality on the part of people who study the patent documents. The term patinformatics is said to include all macro level analysis process including
• Patent intelligence – the process of using the patent information to identify the technical capabilities of an organization and to build a competitive, strategic technical plan.
• Patent Mapping – the process of utilization of published patent data to create a graphical representation of the art pertaining to a specific subject area or an invention.
• Patent citation analysis – the process of studying patent citations to determine a patent’s value and also to identify potential licensing partners and to obtain leads based on the citation of an organization’s patent by another organization which may or may not belong to the same market space
Saturday, November 27, 2010
Tuesday, October 5, 2010
Friday, October 1, 2010
Workshop on 'Patents in a Knowledge Economy' - A Knowledge Rich Treat
Innomantra Consulting in conjunction with Finnegan LLP, USA, organised a one day workshop on “Patents in a Knowledge Economy – A focus on US Patents and Technology Market” at Bengaluru on 22nd September.
The event attracted around 50 delegates. IP professionals from various corporate houses and legal firms converged at the event. The introduction part was delivered by chairperson of the event Dr. Shantha Shankar.The event began with key note address by Dr.Vishwanathan Seshan, Country Manager,IP & S of Philips Intellectual Property and Standards. Dr.Seshan shared interesting aspects of IP which enthralled the audience.
The workshop began with sessions by Mr.Anand Sharma, Finnegan LLP later by his colleagues Dr.Rajeev Gupta and Mr.Louis Troilo. The trio from Finnegan switched places to divulge various aspects of Patents in US. Being a workshop the delegates were made to involve in interesting exercises to strengthen the basics of Claims and IP Valuations. Post lunch session Mr.Lokesh, CEO of Innomantra spoke about innovation and patents. Anand Sharma unveiled the report on “Patent Portfolio analysis of Major Indian IT companies” a report prepared by Innomantra Consulting.
The delegates were shared with the executive summary (available at http://www.innomantra.com). The final session was a panel discussion moderated by Anand Sharma and the panellists included Dr.M.V.Shankar , Innovation differentiation leader at Honeywell Technologies, Dr.Pradeep Desai, Principal consultant at TCS, Rakesh Prabhu, Partner at ALMT Legal and Lokesh V, CEO at Innomantra Consulting. Delegates involved in interactive Q&A session with the panellists and exchanged ideas. The delegates also got to share useful material prepared by team Finnegan and Innomantra which was exclusively developed for the event. The content slides were also shared with the participants.
The sessions (in order) – Procurement of Patents in the US, Name of the game is Claims, Patent Enforcement in the US, Patent valuation for today’s businesses, Business Strategies for IP due diligence, Indian Major IT companies and its patent portfolio & A panel discussion on “Penetration to US technology licensing market”.
Comments by the delegates:
Thank you for organizing such a wonderful workshop. I really enjoyed participating in it and learnt a lot.
-Sanjay Marathe ,Senior Vice President, Head Delivery – GTS and CTO Zensar Technologies Ltd.
It was great to be a part of the workshop. We have gathered lot of information.- Dr.Rekha Mallia, Synthite Industries Ltd
"We thank you for organizing a great workshop with such a great team of speakers. This workshop also gave us an opportunity to interact with the professionals having a diversified background apart from IP"
-Lakshmikant S. Powale ,Lead IP Analyst,GE India Technology Centre Pvt. Ltd.
Thanks a lot for all your help and support.
-Mohua Sengupta, Vice President, Patni Computer Systems, Hyderabad, INDIA
"It was a pleasure attending the seminar & it was very useful". -Fiaz ur Rahman, Manager IP, Wipro Technologies
"The workshop was organised differently and in truly a signature of Lokesh. There was transmission of skills in the workshop.The entire team did a wonderful job" - H L Narendra Bhatta - Sr. Associate, Krishna & Saurastri Associates
The event attracted around 50 delegates. IP professionals from various corporate houses and legal firms converged at the event. The introduction part was delivered by chairperson of the event Dr. Shantha Shankar.The event began with key note address by Dr.Vishwanathan Seshan, Country Manager,IP & S of Philips Intellectual Property and Standards. Dr.Seshan shared interesting aspects of IP which enthralled the audience.
The workshop began with sessions by Mr.Anand Sharma, Finnegan LLP later by his colleagues Dr.Rajeev Gupta and Mr.Louis Troilo. The trio from Finnegan switched places to divulge various aspects of Patents in US. Being a workshop the delegates were made to involve in interesting exercises to strengthen the basics of Claims and IP Valuations. Post lunch session Mr.Lokesh, CEO of Innomantra spoke about innovation and patents. Anand Sharma unveiled the report on “Patent Portfolio analysis of Major Indian IT companies” a report prepared by Innomantra Consulting.
The delegates were shared with the executive summary (available at http://www.innomantra.com). The final session was a panel discussion moderated by Anand Sharma and the panellists included Dr.M.V.Shankar , Innovation differentiation leader at Honeywell Technologies, Dr.Pradeep Desai, Principal consultant at TCS, Rakesh Prabhu, Partner at ALMT Legal and Lokesh V, CEO at Innomantra Consulting. Delegates involved in interactive Q&A session with the panellists and exchanged ideas. The delegates also got to share useful material prepared by team Finnegan and Innomantra which was exclusively developed for the event. The content slides were also shared with the participants.
The sessions (in order) – Procurement of Patents in the US, Name of the game is Claims, Patent Enforcement in the US, Patent valuation for today’s businesses, Business Strategies for IP due diligence, Indian Major IT companies and its patent portfolio & A panel discussion on “Penetration to US technology licensing market”.
Comments by the delegates:
Thank you for organizing such a wonderful workshop. I really enjoyed participating in it and learnt a lot.
-Sanjay Marathe ,Senior Vice President, Head Delivery – GTS and CTO Zensar Technologies Ltd.
It was great to be a part of the workshop. We have gathered lot of information.- Dr.Rekha Mallia, Synthite Industries Ltd
"We thank you for organizing a great workshop with such a great team of speakers. This workshop also gave us an opportunity to interact with the professionals having a diversified background apart from IP"
-Lakshmikant S. Powale ,Lead IP Analyst,GE India Technology Centre Pvt. Ltd.
Thanks a lot for all your help and support.
-Mohua Sengupta, Vice President, Patni Computer Systems, Hyderabad, INDIA
"It was a pleasure attending the seminar & it was very useful". -Fiaz ur Rahman, Manager IP, Wipro Technologies
"The workshop was organised differently and in truly a signature of Lokesh. There was transmission of skills in the workshop.The entire team did a wonderful job" - H L Narendra Bhatta - Sr. Associate, Krishna & Saurastri Associates
Thursday, September 30, 2010
Rethink & Redefine Innovation !
When Mahatama Gandhi used non-violence as a means to drive the Independence movement in India, not only was it a philosophy but also an innovative way to take on the then world power, considering the resources he and the country had. When Ratan Tata imagined Nano, he wanted to provide safety and security to families riding two-wheelers but he also wanted to create market for cars where it did not exist. Same is true for low cost hospitals like Arvind eye hospital were launched with an idea to provide the standard health care at a lower cost, where the cost was driven by the affordability of the customer segment, who in this case were patients.
Innovation means different things to different organizations. It is also different at different times for the same organization. There is a motivation or need for innovation that defines the purpose and roadmap of Innovation. In a commercial organization the ultimate purpose is always to improve top line and or bottom line while servicing a segment of customers. There are various components that contribute to this purpose and the new ones can always be added. As a business leader you need to figure out what does innovation mean to you and your organization. How should it impact its various stakeholders like employees and customers. What are the risks that you can afford to take and what are the resources that you are willing to commit? You need to access what stage your business is in and is it ready for the kind of innovation you are looking at. Businesses follow a lifecycle, in the beginning every business is based on some innovation, and as it takes maturity over a period of time the initial innovation becomes mainstream. This is when you probably need to begin working on your next big innovation to maintain your competitive edge.
Let us take the example of Indian IT industry. It’s core service offering is software development, implementation and maintenance. Now as a core service innovation, they keep on inventing and adopting new technologies and improving their processes. But what has been Indian IT industry’s biggest innovation is their alchemic ability to turn students and professionals from varied backgrounds into software engineers. More than a decade back there were hardly any computer engineers passing out of the technology institutes. Even today their numbers remain a small percentage of the total manpower requirement of the industry. IT companies managed this challenge by setting up internal academies or training centers to take on the supply side challenge of the business. Can you think of the IT boom in India without this big innovation in a non-core area?
You constantly need to figure out what and where your business’s next Innovation should be? One of the ways to know what areas of your business need innovation the most at a given point in time is by using audit tools. A typical audit tool will help you look at the various functions of your business and its ecosystem. It would give you pointers by way of specific questions, answers to which will highlight the need for innovation in that area. Based on the comparative analysis of these areas, you would know what areas need innovation the most. You can use the results of an audit as an input to your innovation roadmap.
According to Doblin’s ten types of Innovation, core product innovation is just one type of Innovation. So look at your business model, your processes, your value chain and your offerings and see where you can innovate. Deciding when, where and what to innovate is as important as brainstorming on how to innovate.
Contributed by : Anuradha Goyal
Innovation means different things to different organizations. It is also different at different times for the same organization. There is a motivation or need for innovation that defines the purpose and roadmap of Innovation. In a commercial organization the ultimate purpose is always to improve top line and or bottom line while servicing a segment of customers. There are various components that contribute to this purpose and the new ones can always be added. As a business leader you need to figure out what does innovation mean to you and your organization. How should it impact its various stakeholders like employees and customers. What are the risks that you can afford to take and what are the resources that you are willing to commit? You need to access what stage your business is in and is it ready for the kind of innovation you are looking at. Businesses follow a lifecycle, in the beginning every business is based on some innovation, and as it takes maturity over a period of time the initial innovation becomes mainstream. This is when you probably need to begin working on your next big innovation to maintain your competitive edge.
Let us take the example of Indian IT industry. It’s core service offering is software development, implementation and maintenance. Now as a core service innovation, they keep on inventing and adopting new technologies and improving their processes. But what has been Indian IT industry’s biggest innovation is their alchemic ability to turn students and professionals from varied backgrounds into software engineers. More than a decade back there were hardly any computer engineers passing out of the technology institutes. Even today their numbers remain a small percentage of the total manpower requirement of the industry. IT companies managed this challenge by setting up internal academies or training centers to take on the supply side challenge of the business. Can you think of the IT boom in India without this big innovation in a non-core area?
You constantly need to figure out what and where your business’s next Innovation should be? One of the ways to know what areas of your business need innovation the most at a given point in time is by using audit tools. A typical audit tool will help you look at the various functions of your business and its ecosystem. It would give you pointers by way of specific questions, answers to which will highlight the need for innovation in that area. Based on the comparative analysis of these areas, you would know what areas need innovation the most. You can use the results of an audit as an input to your innovation roadmap.
According to Doblin’s ten types of Innovation, core product innovation is just one type of Innovation. So look at your business model, your processes, your value chain and your offerings and see where you can innovate. Deciding when, where and what to innovate is as important as brainstorming on how to innovate.
Contributed by : Anuradha Goyal
Monday, September 27, 2010
Building a Smart Intellectual Property (IP) Portfolio
Building a Smart IP Portfolio
– A New Mantra in Knowledge Economy
After the global slowdown the new economy of think-tank is about “Excel or Expire”. Globally in the last five years Patent Offices have become busier day by day as the number of patent filings is significantly increasing beyond their capacity. This trend has not been affected even during the slowdown. The courts are moving towards the pro-IP, as its legislation. The awards for damages are growing in multifold, which were a rare scene in the business world of earlier days and this is quickly spearheaded in developing countries too. So corporations are required to act quickly and align their business processes to this Knowledge economy.
Managing Intellectual property portfolio smartly is so critical that corporations are assessing their Intellectual Property (“IP”) management programs to ensure that they are deriving maximum value from this important asset. There are a number of ways in which value can be derived from intellectual property, including:
• Protecting important commercial products and processes.
• Blocking competitors from entering the market.
• Lead time for developing, manufacturing and selling products.
• Licensing assets.
• Enforcing assets for exacting royalties and damages.
• Deterring competitors from enforcing their patents against you.
• Adding a negotiating tool to your tool box.
Appropriate IP management is specific to a company’s corporate culture and business objectives. Approaches to management can fall anywhere on a broad spectrum ranging from “defensive” to “aggressive,” depending on what the company wants to accomplish.
Creating Wealth and Not Risk From IP Assets
A “defensive” IP management model would lead a company to focus on generating a worldwide patent portfolio for the primary purpose of protecting royalty payments or taxes paid by foreign subsidiaries for rights to the parent’s technology. A company following a “defensive” IP management model might also be generating an extensive patent portfolio to impress investors. For startups, this could be critical to raising venture capital money. Public companies frequently tout their extensive patent portfolios to substantiate their commitment to technology in hopes of boosting or maintaining the value of their stock.
On the other end of the spectrum, companies following an “aggressive” IP management model might license out their IP rights and technology. Some companies “mine” their existing portfolios—that is, they look for unused or less important existing IP assets (such assets that don’t support a company’s businesses) to offer for licensing to others.
In addition, companies may also develop a patent portfolio to enhance their freedom to operate in a certain field of operation. Such patents act as a deterrent to competitors against suing the owner of this portfolio. As part of a pre-litigation due diligence, companies commonly study the target company’s patent portfolio to identify patents that could be asserted by the target in a counterclaim. The identification of a substantial potential problem often deters a company from asserting its own patents against the target. These “freedom-to-operate” patents do not necessarily cover or relate to a company’s own operations, but are based on its understanding of where its main competitors operate and its identification of areas for patenting within the competitor’s field of operation.
IP As a Metric for Innovation
Anyone who is in the field of IP recognizes the value that corporations place on aggregate IP numbers - primarily the number of patent filings. However, such filings are an imperfect indicator of actual innovation for a variety of reasons. Raw numbers provide no information about the scope of protection afforded by the patent filing, thus providing the same “score” for an incremental advance in science, as it does for a ground-breaking invention. Raw numbers also fail to take into consideration other valuable information including filing strategy for a particular industry, or for that matter, a broader corporate strategy, such as patent protection versus equally, if not more valuable, trade secret protection. Despite the inherent limitations of using IP as a measure of innovation, there is certainly a correlation between patent activity and research and development (R&D). Simply put, patent-based indicators do measure the productivity of research, if one accurately measures patenting activity.
How Developing Countries Could Change to Better Compete in a Technology Market
To accurately account for the role that IP has on innovation, there are many factors that developing countries need to consider beyond the aggregate patent numbers. The result of these factors will be to increase research productivity, which will ultimately result in an increase in patent activity. In addition, there is undeniable link between a country’s IP enforcement framework and innovation. Stronger patent rights, such as better enforcement mechanisms, a lower number of restrictions on IP protection, or more patentable subject matters stimulate inventors to file more patent applications, and seek protection in the developing country.
Authors:
Louis M. Troilo is of counsel with Finnegan, Henderson, Farabow, Garrett & Dunner, LLP in Washington, DC. Mr. Troilo can be reached at lou.troilo@finnegan.com.
Lokesh V, CEO, Founder, Innomantra Consulting, He can be reached at Lokeshv@innomantra.com
– A New Mantra in Knowledge Economy
After the global slowdown the new economy of think-tank is about “Excel or Expire”. Globally in the last five years Patent Offices have become busier day by day as the number of patent filings is significantly increasing beyond their capacity. This trend has not been affected even during the slowdown. The courts are moving towards the pro-IP, as its legislation. The awards for damages are growing in multifold, which were a rare scene in the business world of earlier days and this is quickly spearheaded in developing countries too. So corporations are required to act quickly and align their business processes to this Knowledge economy.
Managing Intellectual property portfolio smartly is so critical that corporations are assessing their Intellectual Property (“IP”) management programs to ensure that they are deriving maximum value from this important asset. There are a number of ways in which value can be derived from intellectual property, including:
• Protecting important commercial products and processes.
• Blocking competitors from entering the market.
• Lead time for developing, manufacturing and selling products.
• Licensing assets.
• Enforcing assets for exacting royalties and damages.
• Deterring competitors from enforcing their patents against you.
• Adding a negotiating tool to your tool box.
Appropriate IP management is specific to a company’s corporate culture and business objectives. Approaches to management can fall anywhere on a broad spectrum ranging from “defensive” to “aggressive,” depending on what the company wants to accomplish.
Creating Wealth and Not Risk From IP Assets
A “defensive” IP management model would lead a company to focus on generating a worldwide patent portfolio for the primary purpose of protecting royalty payments or taxes paid by foreign subsidiaries for rights to the parent’s technology. A company following a “defensive” IP management model might also be generating an extensive patent portfolio to impress investors. For startups, this could be critical to raising venture capital money. Public companies frequently tout their extensive patent portfolios to substantiate their commitment to technology in hopes of boosting or maintaining the value of their stock.
On the other end of the spectrum, companies following an “aggressive” IP management model might license out their IP rights and technology. Some companies “mine” their existing portfolios—that is, they look for unused or less important existing IP assets (such assets that don’t support a company’s businesses) to offer for licensing to others.
In addition, companies may also develop a patent portfolio to enhance their freedom to operate in a certain field of operation. Such patents act as a deterrent to competitors against suing the owner of this portfolio. As part of a pre-litigation due diligence, companies commonly study the target company’s patent portfolio to identify patents that could be asserted by the target in a counterclaim. The identification of a substantial potential problem often deters a company from asserting its own patents against the target. These “freedom-to-operate” patents do not necessarily cover or relate to a company’s own operations, but are based on its understanding of where its main competitors operate and its identification of areas for patenting within the competitor’s field of operation.
IP As a Metric for Innovation
Anyone who is in the field of IP recognizes the value that corporations place on aggregate IP numbers - primarily the number of patent filings. However, such filings are an imperfect indicator of actual innovation for a variety of reasons. Raw numbers provide no information about the scope of protection afforded by the patent filing, thus providing the same “score” for an incremental advance in science, as it does for a ground-breaking invention. Raw numbers also fail to take into consideration other valuable information including filing strategy for a particular industry, or for that matter, a broader corporate strategy, such as patent protection versus equally, if not more valuable, trade secret protection. Despite the inherent limitations of using IP as a measure of innovation, there is certainly a correlation between patent activity and research and development (R&D). Simply put, patent-based indicators do measure the productivity of research, if one accurately measures patenting activity.
How Developing Countries Could Change to Better Compete in a Technology Market
To accurately account for the role that IP has on innovation, there are many factors that developing countries need to consider beyond the aggregate patent numbers. The result of these factors will be to increase research productivity, which will ultimately result in an increase in patent activity. In addition, there is undeniable link between a country’s IP enforcement framework and innovation. Stronger patent rights, such as better enforcement mechanisms, a lower number of restrictions on IP protection, or more patentable subject matters stimulate inventors to file more patent applications, and seek protection in the developing country.
Authors:
Louis M. Troilo is of counsel with Finnegan, Henderson, Farabow, Garrett & Dunner, LLP in Washington, DC. Mr. Troilo can be reached at lou.troilo@finnegan.com.
Lokesh V, CEO, Founder, Innomantra Consulting, He can be reached at Lokeshv@innomantra.com
Wednesday, August 4, 2010
Strategic Innovation - Imperative for Creating Innovative Organisations
Innomantra in association with The DeSai Group,USA conducted 2 day workshop on “Strategic Innovation”. The workshop was conducted by Mr.Jatin Desai.
The event was conducted in Bengaluru (1st , 2nd July @ Chancery Pavilion) & Coimbatore (7th,8th July @ The Residency). Industry Leaders and Innovation practioners from elite corporate houses and individual innovators participated in the workshop.
Having global expertise in the field of “Strategic Innovation”, Jatin Desai elaborated on the principles of strategic innovation with several case studies. Each participant had a privileged facility- “Innovation Styles” which gave an insight into the individual’s innovation style. The 20 question online facility gave results of individual pattern and later these results were used to discuss on the methods of using/modifying the personal innovation style. The workshop also included various tools which the participants could apply in their respective organizations. Workshop content included well laid out material giving deep insights into strategic innovation.
The event was conducted in Bengaluru (1st , 2nd July @ Chancery Pavilion) & Coimbatore (7th,8th July @ The Residency). Industry Leaders and Innovation practioners from elite corporate houses and individual innovators participated in the workshop.
Having global expertise in the field of “Strategic Innovation”, Jatin Desai elaborated on the principles of strategic innovation with several case studies. Each participant had a privileged facility- “Innovation Styles” which gave an insight into the individual’s innovation style. The 20 question online facility gave results of individual pattern and later these results were used to discuss on the methods of using/modifying the personal innovation style. The workshop also included various tools which the participants could apply in their respective organizations. Workshop content included well laid out material giving deep insights into strategic innovation.
Saturday, June 19, 2010
Sixth India Innovation Summit 2010- A Great Show
India Innovation Summit- Season 6
It was the time for innovators to congregate for the annual CII event at Bengaluru, chaired by Kris (Infosys) the summit is becoming more popular and meaningful than ever. This time around the 2 day bonanza for the innovators & students was arranged at the Taj Residency. The venue was buzzing with activity for 2 days, where each session was replete with learnings for all. The event was also a perfect setting for networking. This summit was sponsored by many corporate and also supported by The Government of Karnataka. The days were split into sessions dedicated to various themes; the illustrious panellists would moot their ideas around the session theme building up the interest of the audience. The audience were then given an opportunity to question the panellists (though this backfired on day2 when the Q & A session was wavered and not related to the session topics).
On day 2, the topic of Session 4 was “Is India Innovating?”, a very interesting question to which the panellists univocally responded in positive. Without much ado, the session chair, Vijaykumar (Wipro) initiated and gracefully handed over the proceedings to the panellists, first on the list was budding entrepreneur Manoj Kumar Mandelia (Canopus India) who elaborated how his start-up ventured into waste water management and explained the Innovation attribute in the venture. Next in line was Arvin Baalu (Harman) who explained about his company’s exposure in audio Innovations. He went on to say that to sustain and grow their company is extensively innovating and believed that only innovation could allow them to sustain their current market presence. Rahul Basil (Villgro Innovations) then took the talk to a different level by explaining how there is Innovation in rural India; his talk was embedded with various examples of how the huge rural India is actively innovating. The session moved on to Preetha Reddy (Apollo hospitals) who charmed the audience with her elegance and clear thoughts. She pointed out to the audience that the whole world is watching India for healthcare innovation, she said success stories like the jaipur foot, narayana hrudayalay’s heart care, and various others are making other countries to sit up and watch us. Telemedicine has caught up so fast that today India is probably moving faster than others; she explained that healthcare in India is no more conservative; India is fastly adopting the latest in technology and is also investing heavily. The limelight then shifted to Chetan Maini, who unfolded the Innovation at Reva, Mahindra Reva. He explained that his company not only adopted product Innovation but also tried at business innovation. Reva sold their first 1000 cars in UK without investing a single pound on setting up a showroom, a true example of business plan Innovation. All the panellists related their field of work and explained to prove the point – “India is innovating”.
CII is doing a wonderful job by providing such a platform for innovators and alike. CII had associated with Global Investors Meet (GIM), probably the next GIM should be GLOBAL INNOVATORS MEET at Bengaluru. Cheers.
It was the time for innovators to congregate for the annual CII event at Bengaluru, chaired by Kris (Infosys) the summit is becoming more popular and meaningful than ever. This time around the 2 day bonanza for the innovators & students was arranged at the Taj Residency. The venue was buzzing with activity for 2 days, where each session was replete with learnings for all. The event was also a perfect setting for networking. This summit was sponsored by many corporate and also supported by The Government of Karnataka. The days were split into sessions dedicated to various themes; the illustrious panellists would moot their ideas around the session theme building up the interest of the audience. The audience were then given an opportunity to question the panellists (though this backfired on day2 when the Q & A session was wavered and not related to the session topics).
On day 2, the topic of Session 4 was “Is India Innovating?”, a very interesting question to which the panellists univocally responded in positive. Without much ado, the session chair, Vijaykumar (Wipro) initiated and gracefully handed over the proceedings to the panellists, first on the list was budding entrepreneur Manoj Kumar Mandelia (Canopus India) who elaborated how his start-up ventured into waste water management and explained the Innovation attribute in the venture. Next in line was Arvin Baalu (Harman) who explained about his company’s exposure in audio Innovations. He went on to say that to sustain and grow their company is extensively innovating and believed that only innovation could allow them to sustain their current market presence. Rahul Basil (Villgro Innovations) then took the talk to a different level by explaining how there is Innovation in rural India; his talk was embedded with various examples of how the huge rural India is actively innovating. The session moved on to Preetha Reddy (Apollo hospitals) who charmed the audience with her elegance and clear thoughts. She pointed out to the audience that the whole world is watching India for healthcare innovation, she said success stories like the jaipur foot, narayana hrudayalay’s heart care, and various others are making other countries to sit up and watch us. Telemedicine has caught up so fast that today India is probably moving faster than others; she explained that healthcare in India is no more conservative; India is fastly adopting the latest in technology and is also investing heavily. The limelight then shifted to Chetan Maini, who unfolded the Innovation at Reva, Mahindra Reva. He explained that his company not only adopted product Innovation but also tried at business innovation. Reva sold their first 1000 cars in UK without investing a single pound on setting up a showroom, a true example of business plan Innovation. All the panellists related their field of work and explained to prove the point – “India is innovating”.
CII is doing a wonderful job by providing such a platform for innovators and alike. CII had associated with Global Investors Meet (GIM), probably the next GIM should be GLOBAL INNOVATORS MEET at Bengaluru. Cheers.
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