 Good morning all of you. This is my design school where I studied called the IDC school of design now. Earlier it was the industrial design center when I was studying. Now it's got multiple programs and it's become a school now with like BDS, MDS, PhD and of course a minor program for engineers. So we are a full circle now. I studied in the year 1988 and then as soon as I finished my education I was placed in L&T and Lassen and Tubro was one of the best things which happened in my life because Lassen and Tubro is known for imaginary. Remember they write those big billboards? L&T is about imaginary. So a designer in an engineering enterprise can do wonders. That's how I could really do well and learn the innovation process. So I learnt all my design in the school of design and all my innovation in Lassen and Tubro. And of course then after I came back to academics in IIT Delhi where I taught for six years. After my six years in L&T I learnt the aspects of education very strongly because teaching innovation is very different from practicing innovation. That is the most important thing which I would like to clearly mention to all of you and when you practice, when you teach innovation you have to work on all the nuances on how innovation can happen. And of course I call my lecture humanizing technology because what are we doing? We want to make technology work for the people, technology work for the users. We want to be empathetic to the users so that our people whatever technology is around us is actually helping us, support helping us take things forward. And then I came back to the design school where I studied in 2001 and I wanted to establish design innovation center, take things in the area of research and I'm very fortunate with my two alumnus. I was in the US in 2005 after I joined IDC and these two alumni are wonderful entrepreneurs. Sudhakar Chenoy and Suresh Sinha you write to them they would always reply to you and they are like passionate about design, passionate about manufacturing, passionate about technology, these wonderful alumni who went to the area of 1970 to the 1971 to the US and established this company called the IMC where they do a lot of the new things what we call data science and all that they did in the year you know like 1971. They work for the federal government, they work for all the government agencies in the US and I must tell you when I was there in the US they had given such a stamp of IIT alumni there in Washington DC. And then when they met them in in 2005 in Washington DC in a pan IIT event, Suresh I must tell you the span IIT event as a euphoria where all the alumni from across the IITs meet earlier each IIT was like a silo they would be very very close in it but then when all the IIT alumni met my god they realized that no other university in the world has contributed to the economic prosperity or to the entrepreneurship activities in the US other than the IIT alumni. The president actually you know sort of you know called the pan IIT team and he facilitated them saying that the contribution of IIT in building US to what it was you know is because of IIT alumni. So you can see how entrepreneurship can lead and every big company you know every big university had our alumni you know teaching or researching or enterprising and of course as I told you I told them I've got a dream to set up an innovation studio and both the alumni were very happy they immediately sanctioned hundred thousand dollars you know like and they said you know you have to bring in you know like very good funding back from the ministry back from everywhere. So that's how you know I'm sitting in this Chennai innovation studio we built it in 2008 and then you know like both Suresh Sudhakar kept on visiting us multiple times and you know we had a lot of inputs from them. So here in the innovation studio you know we call ourselves innovation by design in fact you have to design the innovation process we hardly do that because innovation is not all easy it's one of the toughest things because you are head up on the wall black wall you have to create paths why entrepreneurship is so difficult why only people who can dream become entrepreneurs because they dream they don't look at the problems if you start looking at problems you can never be an entrepreneur so the biggest thing is you dream an entrepreneur dreams already I will take my product to the market I would want to solve this problem so then your you know enterprise starts and that is the whole best thing that you design the innovation process and then I keep saying if you have design thinking it'll help you a lot in entrepreneurship and innovation and hence I say it's a it's a you know a loop where you know you design the innovation process and you use design for innovation and entrepreneurship and that's the key for any any development so that's our logo and of course I'm going to show you some key projects and you know like also take you through some multiple examples. My first case study in my PhD was to work on innovative idea generation right and for innovative idea generation we use this technique called synetics in synetics what you do is you actually take you know analogies from other areas to come up with new projects and new ideas product ideas when you take up analogies it's very easy to build ideas so let me quickly show you you know this very interesting case study so the the whole bunch of students were grouped into you know groups of four four and they were you know they were I think five six student groups and each group was supposed to you know go and you know go into the departments of IIT Delhi and ask them if they can design this wonderful next generation shaving device for men where the shaving device is as simple as wiping my hands and my hair is gone. Remember in idea generation and dreaming you have to dream right you have to to dream the best project so if I you know it's as simple as wiping and my you know hair from the face should be gone shaving device the next generation shaving device and one of one team of students went to my neighbouring lab in the instrument design development centre which was the physics lab professor Chandeshikar was the you know professor in charge there and he said you know wow it's very very simple eczema laser it's very easy to chop off the hair you know from anywhere at very fine you know quality and there you see analogy first analogy technology so you have a nice wand with the laser there look at the sketch which is which is you know nicely shaving away the hair like the way you wipe your you know face very interesting right and on the other side students went to the biotechnology and biosciences department and they said wow it's so simple we can you know we can have the best bacteria you know to eat away the hair and there you can see that small sketch students and colleagues the bacteria eating away the hair so you have a applicator and you apply and the back and the hair is gone and that's more easier than wiping your you know wiping your face so there we get the next technology and of course my colleagues in the physics said what is there in removing hair from you know from your face we ultrasonically shake the hair so that the hair just breaks at its root and there we have the ultrasonic mechanism and the brick mechanism and you have ultrasonic shaving device and then of course our colleagues in mechanical engineering said we can cut slabs of steam 5 millimeter to 10 millimeter steel using water jet and what is this hair on the face you know we'll have water jet cleaning mechanism and you just go to your bathroom you use you know sort of you know wipe this water jet you know on your face and the hair is gone fabulous and of course are you know the best department chemical engineering people said oh we have so many patches and you know chemicals which can prevent the growth of hair first of all why to get hair at all so that's also possible so is it interesting that you know like if you if you just look around as analogical interpretations you can come up with fabulous ideas and all these ideas are possible and all these ideas today we have products for all these ideas and these ideas you know came up in the year you know like as early as 95 and then you know we were looking at a context of Gillette which was adding blade on blade you know gliding on gliding you know and then trying to make the money and spending crores of rupees on building you know building the machines which are the size of this you know auditorium here where you know like they would have this you know automatic blade strip coming from one side polymers coming from another side and all the injection molding mixed with the steel machine mixed with the grinding machines and together the blades are coming out and getting packed and you're getting all over the world so that's a lot of engineering there so you're digging deep you're not digging wide if you dig wide across technologies you all these technologies possible and if that much money was invested in any of these we would have had a new shaving device by now so you got the whole idea of creative ideation students any of your problems if you want to get creative ideas you ask at least five people five different enterprises five different and that's what is the analogical representation synetics teachers ask that to be creative we have to you know put the watchman in our mind to sleep the watchmen don't let us creatively think they make us think deep in the same area because remember the mind is very smart it doesn't want to tax itself too much it wants to take the path of lease resistance it also wants to just remember if you're to like for example if i have to go to my house from my department school of design to my house and you know like Harawali i always take the same path why do i take the same path that's what is the thing because even i went on that path there was no accident there was nothing so it's easy so i'm not safe so i keep going on that path the safe path why all of us industries don't innovate safe path it is safe the mind doesn't let you think new if it thinks new it is too much of work it could be risk so we're trained like that the human mind human evolution is trained like that to be safe so you have to untrain it and that untraining can happen by analogical associations a lot of my design students use direct analogies if they're designing a water bottle they take you know they take inspiration for water waves for example and come up with this wonderful bottle which is which is you know inspired by waves if if i am designing a letterbox post box for india post i take the inspiration from a beak of a bird so the beak of a bird sort of you know because the this big bird feeds the small bird oh then i don't need to tell people where to post their letters things like that when there is rain for example all the letterboxes were rusting then i said they should be sloping rocket science all the houses of the roofs are all sloping why should there be a flat roof so there's a sloping roof so no water stays over there water is getting inside the letterbox and all the letters are getting wet make a cap design so all my you know sides of my letterbox are cap the water won't go inside cap not tiffin box analogy simple simple analogies in all my success stories innovation are all because of the simple analogies in fact i have a pg student vermila sinha you know what she did she said don't even take direct analogies take analogies which are completely alien for example if you're designing a car think about a mobile phone it looks foolish right i'm designing a car your mobile phone if i'm looking at interface design of a new car i look at interface design of my phone oh how do i open a phone oh now it is face recognition oh i can think of face recognition in my car door why should there be a key just now it's already happening but i'm just saying it doesn't need to be the same product it can be a completely different product it'll be completely different product and then we realized that the creativity jumps by four times you take direct analogies like you know like i was telling i was designing my sort of you know like hinge for my door of the letterbox and i took inspiration for my spectacle hinge for example this is direct analogy but then we if you consider completely indirect analogy with not related at all so for example can i design a hinge from the leaf oh how to design oh the leaf goes in the breeze up and down so can i have some flexible rubber which will you know flex the door that's is complete see that's more creative than creating a hinge in the letterbox and then what happened this rubber is full length it'll not even leak what also will not go in see i got double advantage but i've not done it i've taken this analogy and i have hinges there so if i put a hose water can go in so that's what is the creative ideation and i think we can go forward now so then what happened i finished this you know i thought that i have done such wonderful work in the industry for seven years and phd is only five years so why they can't give me a phd with the story of the z line so when to my they were lasting credit of my guide professor sushil from it deli he said chakravati you done some wonderful work but that can't count as your main research it can only count as your exploratory research to begin your research so i analyzed my you know whole study of how i built the petrol pump what happened in the industry whatever collaborations came up and then we realized my god collaboration is the key to innovation so my whole topic became collaborative methodology for innovative idea generation then what happened i finished this case study then as i have done this case study where we collaborated with professors from other departments and you know we came up with this you know nice ideas and remember in research you all do you have to look at a small part of your research and research is very narrow so my research is narrow to the level of only idea generation because idea generation is a seed to innovation right your idea is very important so we said okay sir i have come up with this multiple case studies five case studies though they've been selected three three ideas you know three technologies and went to the professors again and i must confess with you that when we went to the central library of italy we had the complete research papers and technology needed to build this laser device it's all available within two days the students came up with all the research papers of how the laser dump will be created what type of laser to use how the laser will work what will happen how to put in safety features in that everything so that is the type of speed you can work on even on the innovation level if you come from the research point of view of course we picked up all that and then they created this wonderful product you know the the the laser saving device and it was looking like a hair dryer it was big and then i said we're all design students so they said this can't be you know this is not our first thing where we said wiping of the face your hair should go so then we this then we came up with this you know interesting idea of separating the laser production and the laser application and then there's a there's a you know on your you know like boss patient you have this hanging laser you know generator and you have this you know small like your you know small you know wiper where the laser is in your hand and in this wire connected to that and you actually you know sort of you know feed and two part you know technology you're you're there so then in IITs and some of you have done PhD you know there is something there's something called the annual progress seminars and you know I thought you know this itself took me a one year to analyze and make things happen then the professor said that okay this is very nice but it's completely academic you need to work on something where you've taken a lot of knowledge from across the world across the country from research papers and come up with a methodology which could be applicable to industry then being you know naive as I told you you know having the confidence of industry I said I'm going to do live projects which is never you know unheard of because live project in research is very difficult and some of my friends in the research area said you know like chaku your you know like your PhD will take at least a decade at that time I was not really risen to them I said no I'm going to work on live projects because I would work with industry I would make them part of the innovation process and I will take this forward so let me show you that one part here so that was this wonderful project of midco petrol pump which is what you see over here in the sketch and I call this here innovation so you know like what is interesting is after design the petrol pump the the CEO of midco company which was not able to sell any petrol pumps of their you know design came back to me and said you know you've designed this product when you're an L&T now you're a professor you design one more product for me I said wow there's a good idea for my PhD so we took it up and like you know to the everlasting you know credit of my student Mr. Manoj Dubey who's an interpreter now he has a wonderful furniture company in Bombay now and we started this as a student project and as my research topic too and you know we went in that journey and here it is you know this is the you know product we designed and that was his first prototype which was there and this product you know then later on luckily you know Manoj Dubey joined the company he worked there for I think nearly seven years and then we produced these you know pumps in a very very big way actually then I realized that it was already six years and there's something called the product life cycle and again I'm very fortunate for some of our top management of L&T who used to always say that when you design a new product when you launch a new product you have to obsolete your old product and we used to give a life cycle to a project and my product life cycle was six years and it already crossed its life cycle it was doing so well even at the end of its life cycle six years that the you know that the company was not ready to shelf it and designing new product so we started designing and of course we came up and the mechanism was same analogies so we took inspiration from the Nokia mobile phone which had this big antenna on the top or display badao thai phone mein toh humara bhi display badao gaya linear farm ho gaya to linear farm was very useful but mujhe abhi badao hi hai yaar hum toh kaha ka phone lehi analogy we're taking the analogy of a phone and I got tremendous amount of benefits for every aspect of the petrol pump let me tell you begin with number one number one advantage of taking the hose from the top was my liters per minute my delivery rate improved by nearly 10 to 15 liters per minute and liters per minute means my petrol pump is doing more business my petrol station is doing more business they will change their petrol pump day one just because the of laminar flow through these pipes which are going from the top and coming down number two because the hose is coming from the top the person who is actually filling petrol is not even doing 90% of his work earlier he had to drag the hose with full petrol inside which is maybe three kilos or four kilos of petrol inside the hose and now all the job is doing being done by the top so extreme user convenience for the operator large display tell me what's the advantage of a large display when my car is parked very far off from the petrol pump also when I look back I'm able to see the display it's not hidden earlier there used to be a little narrow openings of both muskla the aagaya ki dikh na bar par so excellent user interface a slim a slim petrol pump wow very good I can save space in my petrol station instead of four petrol pumps I can actually have maybe five in the same space because my footprint is very low can you imagine a kaka Nokia phone and engineering advantages user friendly advantages business advantages don't think it's by accident or don't think it a bar fluke me ho gya this is happening every time to my projects it's not once or twice because you're concerned about your project see the project is not happening out of the blue you've taken that inspiration and analogy which is indirect but your mind is actually working for your project right so when you develop concepts they automatically build advantages and this petrol pump was actually so so popular and of course you know the bonnet opens like a carbonate you know when it falls down the assemblies are very easy the you know the post placements are very easy you got very good sort of you know like the gaps inside it's a chassis design so it's a silent product when compared to L&T we had at every level it was innovative remember this one advantage L&T had their own CNC machines by the time it was 96 97 there were 100 vendors in Bombay who were doing CNC fabrication so the advantage is lost the competitive advantage of the big company was no longer there it became a competitive disadvantage because when I went to vendors they gave me a much less price than building a product in house are you following some of the guys who are from industry so don't think your competitive advantage will remain forever dear always be agile in thinking always come with new thoughts always look at new products look at our alumni Bhavish he's doing very well with all our cars but now he's coming up with scooters which are he's entering the market of scooter electric scooters because he's no today's you know traffic is going to be terrible and people may want to you know zip up in a scooter and of course environment friendly scooters a lot of you know advantages so he's got into scooters now he's going to go to cars which are electric cars maybe in fact he wanted to do cars but I don't know why he went with last time met him he said you know we were looking at cars but suddenly we see that he's making scooters in fact very interesting Bhavish came to IIT Bombay and I stood in a queue which was how long the queue was around half a mile long to meet him and he's our student right 2003 2004 he passed out and I met him once when he was a student but then when I met him it was wonderful he was like feeling very you know like sorry sir why are you standing in the line no one was standing in the line interesting no so you're learning back from your students the students otherwise were doing wonderful work in the market so I'm always ready to learn I'm always ready to learn and I'm always ready to practice new things you know learn from the students so I love to meet because they are the ones for the future it's a big advantage to have interns who are young who are coming from colleges they're bringing you new knowledge listen to them intensely and implement whatever they're saying I tell all the industry this a lot it's very very important anyway so then like finally we got runaway success in this petal pump and of course my z-line also had tremendous amount of advantages 75% cheaper than the earlier product in sheet metal cost my earlier product had such a little lot of sheet metal that was a huge box and we did and at that time we were importing sheet metal from Japan and of course it had user convenient display panels it had wonderful innovative shape our shape was so popular that all across the world people stood up but we'll we'll USA buy my pump yeah you know for them they're used to this very refined form see the boxes they didn't want this pump at all but in the Indian market my god it became the largest selling pump in one decade because for example when you trigger the nozzle when the sensor is vibrating the optical sensor will count two pulses and then you get less fuel because he's doing this triggering so I was like doing my user survey and another very important lesson for all of you let you be from industry or from academics or from entrepreneurship and how much you need to be with the customer and how much you need to be friends with them and how much you need to stay with your customers for a couple of days to understand how the product is going to work with them so I was you know doing the same thing in the petrol pump because I wanted to you know do threadbare design and I when I stayed on petrol stations I realized when I went back to LNT I told my colleagues yeah can we do something about this you know and then can we put a unidirectional bearing so that this disc the the sensor disc which has these pins and the optical sensor does you know sensing doesn't turn back at all it always goes front even if you trigger it won't go back it'll go front can we do this they said ah that's very easy we just imported that bearing unfortunately that time that fine bearing was not available in India we imported that for if I'm you know not mistaken around 25 rupees and that we implemented in the product so my new pump for example any new product you know like we have to have new materials new technologies wherever possible and contemporary manufacturing very important you can't use something we chose you six years back a lot of us our mind keeps saying in fact remember students when I was making this product in LNT my there was something called a product development division which would always think that I would fail and they would keep alternative old material ready for example if I'm designing gaskets inspired by Maruti car at that time Maruti car was in the market and they had wonderful EPDM rubber gaskets around fabulous the windshield of the glass would be on a gasket which was made out of EPDM and I said I want to use that in my pump I don't want to clamp my pump glasses because when they clamped the glasses all the glasses used to break during transit out of 10 pumps four glasses used to break this terrible shame completely like LNT sending a pump to the station and then they drop the pump on a tire to unload it and when they open the pump they see that the box is open and then the glasses book I took inspiration from the cars from the Maruti car went to Dhamman got the gasket designed for my specifications and before I could come my my colleagues over there had already bought the old gaskets the rubber you know natural rubber you know like gaskets there saying that in case Chakravati fails we have to have an option like safety remember I was telling you efficiency and safety is the hallmark of any manufacturing enterprise they are right at their level and I'm right at my level innovative product and my because of this glass change I saved nearly three percent of the cost of the product and I saved nearly 40 percent cost of maintenance onsite maintenance 40 percent is huge because not even one glass broke after that in the whole history of the z-line pump not even one so these are the things we have to learn you know in our innovation entrepreneurship and problem solving everything is our problem everything that's very very important for example another very simple thing I want to mention to you when you said problem solving these petrol pumps have a meter below and the meter has a small link which goes to the sensor there's a small link the meter is the one which is metering the fuel and it is rotating a small wheel and there's a small link which which transfers this to the to the sensor you know electronic sensor because of you know like casting and defects and things like that the meter housing would shift and you know for example the brackets would break because of transit damage or whatever we took inspirations from auto rickshaw suspension at the back I keep watching these auto rickshaws going from the back what is he doing there why is his link not breaking why is his casting not breaking we just implemented the same thing back in our pumps you know what my design team would keep saying it is that fellow's problem he's not unloading correctly why should we bother this is a big challenge in industry yeah blame ko hi liye ko tayari nahi hai they'll always say it's somebody else's problem design should be able to take every blame if it is not being this you know dispatch correctly you solve that problem because it's not possible to solve I can't put a forklift in a rural area where pedal pump is you know like unloaded nobody will spend on a forklift there which is five percent the cost of a product why will you spend five percent of cost of product just to unload the product from the truck and the truck guys will always have some big tires he can't you know spare his time over there and our people have solved the problem in the automotive industry so we got that rubber link we we we mounted all the meter on suspension bushes and my meter is now you know like on the suspension boost and my link never broke my casting never broke and that was not my problem at all I'm an industrial designer not even an engineering designer though I'm a mechanical engineer I've like trained myself as an industrial designer I only do product design I I look at the external I don't look at strength of materials I don't look at you know like casting you know like processes but I look at organization of the product right so these are the interesting things and you know the biggest satisfaction is that the auto drivers the second day of operation realized that these petrol pumps are giving you correct fuel they're getting more mileage and you could see queues and queues of auto rickshaws lined up on the z-line pumps everywhere in the in Bombay and as soon as auto rickshaws lined up other people realize that here petrol is good and because my shape was novel they then attributed to the z-line shape giving you better quality of petrol better measure of petrol and you know that's interesting right how a new product feature and form can generate a perception in the users that's giving better and then the whole six years the market you know like nobody gave any orders and in the history of Indian oil which is a government enterprise Indian oil bar petroleum and all these people gave special tenders calling it the z-line gasoline dispenser tenders so there's no chance for anybody else to participate because that line was my design registered product the single tender and you know when there's a single tender what happens all the order is given to LNT and in case somebody else wants to you know supply they have to supply the price which LNT is offering and we'd already you know because our overheads are high but even then our product was cost was so less even the small manufacturer which is 100 the size of LNT could not compete with us and could not even give us give the oil company 20% of production even if we were not able to supply at the same price of L1 so that's an interesting company sorry I'm talking about a lot of business here but you know it's very important for us to understand so there we go so we have you know like the bullet petal palms which did very well and of course very interesting after that you know this project came to NID where you know they were requesting Pradhym Nawaz who's also our LNs from IDC you know like you know said Prasad Chakraborty like I have this request from ONG supdesign the next generation petal palms can we do it together the concept design came from you know NID we worked on the product development product detailing and complete concept design and took it forward and these were the prototypes installed in Mysore you know this is the third generation so look at the seal innovation happening and of course you know we had this wonderful project where we had you know display which can go on to the windscreen of the car or we had you know like special logos glowing easy maintenance all features you know put together you know all of our learning into one product so just to now tell you about my research journey so of course the you know I was a professor at ID Delhi and you know thanks to mid-code it so well that the you know like all oil companies moved on to you know the bullet dispenser after that and of course like my colleague said it took me a long time to finish my PhD and it took me nine years and you know finally we came up with this very very simple model for innovation and entrepreneurship what is this model this model is a collaborative model all entrepreneurs should have a collaborative model it is not easy to take an idea and make a product please never be in that myth you get people together share resources share profits share royalties of course now today we have even employees are given shares in companies when they're working in startups and software industry which has grown so well in the country has taught us this network collaborate you know for example if there's a project which comes in they collaborate with six or seven people together and they assemble that and give they don't make new software every time they assemble it they will put things together they will rationalize it because they they they collaborate they collaborate heavily and how does collaboration happen let me tell you so my whole PhD was about generating this model and it's a very very simple model the people who work on innovation the core team of a company has to be given only one job that job of innovation whether it's a new product or a new service or a new enterprise and that is a core team you know when I was doing my PhD when I did my survey for my research I found out that the busiest man in the company is the innovation head because he's good in his work but he would be a very very poor innovation manager because he's busy firefighting manufacturing what type of effort he can put in innovation tell me so I go back to all these industry seldom I say have your innovation manager who is very different who has experience you know where I learned this from I learned this from Toyota you know what Toyota did the top guy who was the busiest guy you know last year was taken out from the company and he was put into an association or which is like an industrial designers association or it will be an association of engineering AOTS you know association and what they would do they would send the association across the world to see what's happening and this guy came to IDC once completely free completely brainstorming and I asked him where were you working with asset Toyota I was the head of you know like production then what are you doing now I've got you know they've sent me on this job to see the world to learn to learn from people to learn from perceptions to learn what's happening across the world and then when he goes back he will become the innovation chair in the company and he will take the next level of product for the world he will be the in charge for that we have to learn a lot from Japan of course so it's very very important for us to be having a team and you know again Bhavishanankith from our Ola story very clear the two core team the two co-founders of the core team and they of course brought in other people as partners and they all worked 100% on the on the project and some I still remember some of my other TAs who are my design TAs in IDC or did the website for him did the Ola site for him because he was fabulous but he was just a consultant but the core team is core team the consultants and all are your support team which is outside look at the core team core team is three whereas consultant teams can be six or nine they we call it the support team if it's a startup and enterprise if it's a startup your core team is small your support team is big if it's an enterprise your core team and your support team which is around you is also from your enterprise because the support team will spend around 20% of your time in innovation and then of course you have the network external team like the way I would tell you about analogies and creative analogies from outside sources your network team will give you phenomenal amount of creative ideas and those are very important they will give you they will only spend 1% of the time in your innovation and they are keen on innovation because they are your vendors they are your suppliers are your future business ke le wo apna dek rahe so they will be in touch with you and they will you know always come and you know support your activity so such a simple team and I was a consultant to beckon see because he called me once you know like they were working on some you know a large oil company project you know on retail business and they invited me and they said you know prospective would like to see your model and I showed these two simple models you know the composition of the team the function of the team and of course the model of innovation and they were shocked they said how can such a simple model be effective I said simple models are the best implement and then I presented this model for entrepreneurs and you know like with Prasannil Gupta of National Innovation Foundation and they was very happy because you know this gives a structure to a very simple collaborative effort and we are also mapping the collaborative effort and of course you can map the financial you know efforts also in fact to the everlasting credit of you know Amit Jere of our adult innovation mission at the Ministry of Education he recently conducted a hackathon across the you know institutes and in that hackathon he'd invited industrial designers from the companies and he offered them one percent royalty can you believe it and I was so happy I would go and meet all these designers who came from industry and what they were doing with the startups for this hackathon maybe only two companies out of hundred came out of that hackathon but never mind you have that credibility because financial inclusion is very important and in fact I must also tell you about Poini our CEO of the Society for Innovation and Entrepreneurship it's called SINE in IIT Bombay it's one of the best incubators in the country and I'm sure it is going to you know be also as good or better than us but we do very very thorough contracts between employees between co-founders between investors and those contracts are the best sort of you know contracts because even if you leave the company after three years you still have a stake you put your heart into the company and even when you're outside then you are a friend of the company you're no longer you know hurt in fact you know like Poini is a banker and she comes from you know like the banking but she's phenomenal in this and we have got wonderful success stories just with four to five percent royalty you know and success of just five percent of the companies and some of them will become unicorns now we're able to run the whole you know incubator I was on the board you know just stepped on from the board after three my three-year term and it was very very exciting to see this journey and of course the innovation by design journey the most important aspect is the user insight in fact again to the everlasting credit of our you know GDC team Gopal Krishna Deshpande Center at IIT Madras they only do one thing they call it you know evidence-based entrepreneurship where is the evidence of your customer when you do a startup very early they put you on a evidence trip where you have to go and spend time with your customers so that's very very you know interesting about user I'm calling it user here because design process but if it's enterprise it's about customer insights from the customer I also told you about new technology be contemporary new technology and you will realize how you know Bhavesh and Ankit who started the Ola rode on the success of the smartphone technology if they had come five years before they would be nowhere exactly rode on the technology and today they're riding on the electric scooter technology see they're not sleeping they're not they're not waiting so that's very very important on how we take new technology forward and remember my lesson on creative ideation be very focused on ideation and keep thinking am I working creatively am I doing things differently am I making sambar the same every day can I make sambar differently and explore and taste sambar in a different way and it'll be better than my old sambar can I be creative can I push myself in my industry to be creative can I push my employees to be creative can I push my students to be creative so please ask yourself these questions put the watchman in the brain to sleep or when you're working on new ideas when you're coming up with new thinking and of course you know when we are in when we are in pressure of deadline automatically they go to sleep because you're to complete the job right that's why creativity is maximum in war like situations creativity is maximum and there are deadlines so these are all known to us and of course you know in my you know team you can see this user feedback loop where the core team the support team and external team are all you know interacting with the you know with the customers and the user and the you know users very very collaboratively and very intuitively and you know today you know I started my PhD very early at that time internet was pretty slow but today it's much much more easier we've got fabulous platforms for collaborative works like for example today we teach our students using the mirror boards and like it's really so good each of them is learning from each other in a very very big way and you know all this is happening for our benefit and of course you know this is my very you know interesting slide I call it the sunflower model of innovation sunflower is the innovation all the petals are various components of my you know like of my enterprise you know and my features like technology user interface you know attributes like cost miniature all the petals and unlike the sunflower directs towards the sun my innovation flower has to see the user appropriates this to the user it always should turn towards the user and that turn is very very important the technology should be for the user the manufacturing should be user centered the management principle should be user centered the cost should be centered about my customer who wants to buy I can't make the cost costly so my cost technology manufacturing all put together my flower should look towards the user and my user will be delighted to use the product because he's getting so much benefit at he gets more value for them you know for the money he pays and that delights the customer and that you know makes the project successful