 Do you know what was your last week's upload to download ratio? Anybody whose ratio of upload to download was more than one? Please raise your hand. Did you follow what I am saying? Anybody here whose upload to download ratio was more than one? What kind of destiny this attitude is bringing, is breeding? I mean, when my download is so high and upload is so little, what am I trying to tell the world? I am a consumer of knowledge, but I am not a producer of knowledge, correct? Is that what our society should be all about? Is that why we are here? So when we set up Shresti in 93, Jaan in 97, Jaan was the first incubator in the world. Innovation, investment, enterprise, this triangle, we were trying to connect and reduce the transition cost of the investor of the entrepreneur. Such a triangle didn't exist, at least not in the context of the last two innovations. And then we created NIF in 2000 National Innovation Foundation. Such a foundation did not exist anywhere, not in this country, not anywhere else. And we created District Innovation Fund of two crows, every single district, 13 finance commission, Dr. Kailkar was chairman of the commission. I told him, sir, can't we do this much? You allocate 10,000 of crows to different states and everybody. Sir, I am asking for only 600 districts, 1200 crows. What a big deal, sir. And it became a policy, it will continue. Every collector has two crows, not maybe four, five crows to spend on. It's all a district innovation fund, but the fact is that it happened. So I was not only talking about innovations becoming product, which of course we were doing, but we were also creating an ecosystem, which will make innovations of anybody and everybody go up. 10 innovators stayed as the guest of president of India, because he wanted to give a message. This country cares. Area where we are not so good is this one. Sensing the unmet need. They were the student group in one of his class, which is something my very favorite project. When you go to auto rickshaw, you have used auto rickshaw. When you climb, the height of the step is all right, or it's too much or too little. Now, what do you do when you put the luggage in the auto rickshaw? What happened next? You have to enter the auto rickshaw, you have to sit on the seat. What do you do? You put the luggage, then what do you do? You push the luggage. Is it easier or difficult? So what should be done to make it easier? What this group did? Now think of it. And these are the students like you. I'm not talking about somebody from other part of the world, another planet. Similar course last year. Then we tried to create a modular system where we could adjust these lines along the bolt so that we can find the optimal length of our four bar mechanism, which will give us an adjustable ground clearance. And that has helped us achieve this shape in the end. This shape allows us to raise the ground clearance when it is shut. And it comes both outside and lower when it is open. And I happen to be there in the jury of that course. And I like this idea so much that I can't explain to you. And the reason I'm picking it up is it's beautiful because it shows that complex problem with which our society has learned to live for such a long time can be solved with such little effort. So they put a small channel on this surface. So the area of contact between the suitcase and the ground of the base has been reduced. Less friction, more easy to move. Simple principle, isn't it? Isn't it a nice idea? And a detectable step. They made retrofitting step. These were the two things that they did. What they did not do and what some of you might like to do is to go and get it installed in. Is it exciting to take somebody else's idea forward or only we should take our ideas forward? Tell me, tell me, tell me. This course is about that. You're only bringing people who have made their ideas go to the people. So that's the crux of it. This question is the crux of the sports. None of you would like to take their ideas forward, correct? That is the problem. You know, not everybody can be good in everything. Some of you may be good in ideating, and that is fine. And some may be good in implementation. And you should realize that and you should accept it. What's wrong with that? This world would not have so many production services accessible to us if somebody did not scale them up and transport and make it available to us, isn't it? Are these not useful people? But the point is, if somebody else finds a solution, I can innovate in delivering it to the people. That's also innovation. A service delivery innovation, isn't it? We don't need only product innovation. We also need service delivery innovation. We also need financing innovation. We also need after sales service innovation. We need a whole ecosystem of innovations. To make this country go forward or any society go forward, shouldn't we? And we have to solve this problem. And we have to solve it now and here. So think about it. How can we do that? So we learn from teacher within, teacher around, teacher nature, teacher among common people. And let's look at a case study. So this is the hand pump. And it is in Rajasthan, where water is very, very scarce. So what is the problem here? Water is spilling over. So we must find a solution. This is the solution. Two grassroot innovators, Vishwakarma and one more person, small pipe for drinking water, bigger one for filling the bucket. And it costed only 100 rupees retrofitting. It, uprakashlinder nikala, dhusar laga dee. But this is not complete. If some water is still spills over, then enemy click. It is inclusive, not just of human beings, but also non-human sanction. When you design solutions, think about birds, squirrels and animals. They enrich our life. They enrich this nature. So they must be part of our solutions. So in Purulia, I notice this. When you have this socket and you pump it every day, what would happen? It will strike against that base, isn't it? So this will get worn out after some time because of the handle. So this community, what they did, they have tied a wooden piece here, which also has worn out after some time. You can see the groove here. Temporary solution hai ye. This is the mindset, not a very appreciable mindset, of providing temporary solutions. Now let us go to Basthar. He went there for Shodhyatra. So this is one solution. So this will not allow handle to go further down. So there are many younger section, but it will strike and hurt a little bit. Take a look. Every time you, it will hurt. How about this one? Conceptually, think about it conceptually. Don't think or look at it only artificially. It has, as you were saying, rebound, would not hurt, would not damage. Correct? Smooth solution. But the designer of the hand pump has learned nothing from it. Genisif has not learned anything from it. Now the challenge is, how do we bring about change in these designs everywhere, so that as a society, we become more efficient? So we have to overcome six kinds of exclusion. Exclusion over space, mountains, flood prone areas, drought, deserts. Exclusion over sector. So for example, this hand loom sector, the khadi sector, very neglected. Hardly any innovation has taken place for the weavers and for the spinners of the yarn. Seasons, currently in Bihar and parts of country, the whole region is flooded. How do we deliver milk and medicines to the people who are living in the settlements which are marooned? How many amphibious vikas do we have in this country? Isn't it obvious that we need it? The exclusion takes place in certain months of the year. Lahore Spiti, we have gone there for Shodiyatra after Rantan Pass is closed in October, November. For four months, it is cut off. And we don't have helicopter service. So it's excluded. Certain social segments are excluded. Dalits, sometimes even women are excluded from the designs. Skills of certain kinds get excluded. And structure of governance. Structure of governance means the norms by which you design exclusion. So let us say you have one health worker per thousand people. Now, one health worker per thousand people in an area where the population density is 1,000% per square kilometer, versus where it is 50% per square kilometer, doesn't make sense. It is designed as exclusion. But design, as a designer, your job is not just to design a product and service. You have to also design policies, the processes, the system, the institutions, which will make sure that the value of that solution that you've designed reaches the people who it has meant for, isn't it? So this was the triangle which we developed in 1997, the Gyan, for converting these three together. Economic enterprise, social enterprise, cultural, ecological investment of time, energy, and finance. Not just money, connections. He can open more gates for many of you, or I can open more gates for any of you than probably another person. Because we know so many people. That is investment of our social capital, in your learning, in your growth, the kind of people you are bringing. They're all part of your social network. Remember, you will have this own social capital. Tomorrow, whether you invest it for someone who deserves it but can't desire it, is your decision. Someone who deserves it but cannot desire it. In previous batch in this class, if they had not looked at the problem of auto-rickshaw driver, auto-rickshaw driver cannot come to you and ask what problem is solved. They can't hire the faculty of IRT, IDC, as a consultant. But they need their problem to be solved. Look at this. You have innovation playground. Inside out, high, low. In outside in, high, low. If both are low, that means you don't want to learn from outside and you don't want to share with outside, you are an hostage. Doomed. Many companies dissolved. Disappeared. They didn't learn enough, they didn't share enough. You want to learn a lot from outside. Inside out is low. Outside in is high. You want to get information from outside. Crowd sourcing, P&G, Johnson & Johnson, they ask for ideas. They give some $10,000, $15,000 award. They don't tell you how much they made out of that solution. Don't give me more money, but at least tell me. My idea was worth $200 million. I don't mind not being paid extra because that's the part of the contract. But my worth, my self esteem will go up if you told me that actually my idea helped you to make $200 million. Here, outside in is low, they are so ahead of the curve, they don't want to learn from you outside, they want to share. Tesla made all their patents open. People are going, what are you doing? But other people will compete with you. By the time they learn to make what I have already made, I'll make something better. That's the confidence. That's what innovators do. They remain ahead of the curve always. They produce competition. They generate by sharing. He wanted more people to get into the better charging business because if there's more competition, I will be agile. Otherwise, I will become complacent. If I have no pressure, then I will not learn faster. I will not experiment. I will not learn. You know, we just have to do it all the time. As a teacher, I have to do that all the time. This is the one where both are high, DB, DB. Dilbada, Dimaagbada. Only those who have big heart and big mind can learn a lot and share a lot. So we have a database called as techpedia.in. It has information of 200,000 engineering projects, including chemical engineering, by 550,000 students. Why did such a do it? Why did Honey Bee Network do it? Because we didn't want any student of our country to do what has been done before. And I can't expect you to go to the website of 7,500 colleges of this country to find out what has been done before. Even to expect you to go to all the ITC's will take a lot of time. Your time should be used in developing those solutions. And then we have made another database with the help of two students who are going to come today to meet me, Jaigam and Devika. Now in the last four months, five months, they have put it together, gyan.org slash patent.php. It has 0.43 million abandoned US patents available free of charge to anybody and everybody. Nobody else has that. Such a database does not exist in the world. These were all granted patent, mind you. They had gone through the sieve. They were screened, they were granted. And when the time came for enable, the inventor couldn't pay the fees. So they are valid, useful pieces of knowledge available to use in your projects and research without any restriction. Only attribution is required. I want your projects to be high value projects because each one of these pressures only of one of your kind. And if you don't spend that precious life on something really precious, really valuable, then we won't get more value out of you. As a teacher, as a part of the ecosystem, we are trying to innovate in creating ecosystem so that each one of you become more efficient. Isn't it true? So we want, we want to share a lot and this data is accessible to everybody in the world, not just Indian, not just IT, anybody. Open access, no password required, no user ID required, open access. So this is a power of open knowledge. These are some examples, very simple examples. All over the world, the workers that people use don't have adjustable legs. In United States of America, in Japan, in Europe, nowhere. This girl sent an idea and the team of Anaya designed this solution. It could be better, of course, I can agree. It's not as sleek as it should be. For example, one of the, when designing audit, students did an audit in an ID Gannegar campus. They found that, look, we don't put pressure equal on both the hands, left and right. So the balancing should be taken care of that. We had not taken care of that. Very simple, simple problem. Where should I hold it? In the beginning of the bar, middle, and what is best, we had not optimized it. So there were a lot of problem with this design. I'm not saying it is ideal design, but it breaks the inertia. It makes it possible for us to think that, yes, workers can be of this type. Correct? That is the purpose it has served. Look at this. A little girl sent an idea. Sir, my pets get stressed when I'm busy with my exam. They were Sharma. I said, yes, you are right. My parents also get stressed when I don't call them. My plants also get stressed when I don't spend time with them and water them and I'm traveling. So pets, plants, and people are these things, they're beings. So Internet of Things is not the right phrase for capturing communication among these beings. So why don't we change the concept? Internet of Things to Internet of Things, thoughts and feelings and beings. If a concept doesn't capture the essence of my being, my consciousness, my responsibility to my children, my parents, my pets, my plants, then it is not a useful concept. I will change the concept rather than become indifferent to the needs of those people, correct? So I will have to use the concept and technologies in a manner that I can also sense their tensions so that I can be responsible to them. Concepts have to be transformed. My point is we cannot be just consumer of categories of thought that people will create in the world and we will fill our aspirations and our design potential in those categories that people have created. Unless you challenge a concept, come out with a new category, new way of classification, new way of categorization of data, of information, of ideas. I'm telling you very practical sense. We must create that expectation. The essence of knowledge is taxonomy, classification. These are ladies in Meghalaya, Mizoram, cooking. First layer of harnessing heat. These rods are used for trolleys that they build on mountains. This rod becomes stronger when it is heated. The wood curing is taking place, you understand? Firewood, because it's a high rainfall area, Chirapunji, they are being dried. Meat, cheese for preservation is being dried and on the top there is a seed bag where seeds are preserved. So what is happening now? We know that there is a different temperature gradient as the smoke rises. Do I use this concept in my everyday life? I have, so I waste, dissipate so much heat. Last time I came here, I showed an example of a student who did a work on refrigerator where the compressor produces heat, correct? And refrigerator uses this for keeping things cool. That fellow put a heat chamber alongside the compressor, took the heat, made a hot chamber. Now this compressor worked less, used less energy and delivered me to more humidity. Now I can keep food warm and I can keep food cool. This is an example of how the ecosystem is created. We came across this beautiful bridge of tree roots. My favorite example in Meghalaya, Nogret village. So we asked them, why did we make such a bridge? Bridges can be made of wood, irons, steel, concrete, whatever, ropes. Sir, we wanted to do something different. Culture was the first culprit. Culture creates questions. Culture of what culture you create in your class, in your department, in your institution. That's culture. That culture creates questions. That culture create discomfort. Culture is about shared belief. If all of us agree that we have to do something different, something useful, something meaningful, then we will do that. All right, then what did you next? Sir, then we saw these roots of the tree on both sides of the river. They look like ropes. So we thought, why don't we use them? What sir, they required collective action. So we needed cooperation of people. So you need technology. You need institutions, rules for collective behavior. And you need culture, which is thesaurus. It takes 50 years to make. It lasts for 500 years. What kind of culture would be there where two generations make it and 20 generations use it? It's practical. It is happening in our country just now. It is possible in this country to design for long-term sustainability. The roots of the trees are weaving around the stone. The stone falls into the river. It falls into the river. Extremely poignant example of sustainability. A design which is superb, functional, sustainable, inclusive, accessible, affordable. Sorry conditions for your ears. It creates a benchmark. I'm not saying every design can fulfill this condition. But at least it makes it possible that you can think that way. It widens the horizon of thinking. So we were walking in Purnia. We saw these beautiful terracotta horses under a tree. So we asked the people in the village of Potters, why did he keep such beautiful terracotta horses? Somebody can break it. Somebody can make it. Sir, we have one kept the beautiful ones. We have kept the best ones. Why did he keep the best ones? Sir, don't you see this is a path? Our children go by this path to school every day in the morning. They should know what the current standard of the best is. They must do better. This is the culture of this country. This creative culture, it springs from values of this kind. It challenges the young people that you must do better. What we could do is what we could do. This is what with the best we could do. Now please, kids, you take it forward. Thank you so much. That's the challenge to you all. And till date, 174,000 ideas, innovations or traditional knowledge practices have been mobilized across India. The need of the hour is to link all knowledge-rich, economically poor people with modern institutions of science and technology, design, venture funds, manufacturing and marketing to scale up their innovations. Inclusive innovation requires creativity, which is imbued with compassion and works through collaboration. Every single person of our country and for the matter of the world should believe, should have this faith that they are capable of generating creative solutions. Can India become the largest provider of open source technology in the world? Can innovations be recognized as instruments of empowerment? Can local knowledge, culture and institutions bring about a mental revolution? It is happening. And the future is an exciting possibility.