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44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
44. role of creativity and innovation, oriental institute of management, mumbai
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44. role of creativity and innovation, oriental institute of management, mumbai

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  • 1. Oriental Institute of Management, Mumbai 5th April 2012 Professor M. M. Sharma, FRS Emeritus Professor of Eminence Institute of Chemical Technology (Deemed University), Mumbai Role of CReativity and innovation Professor M. M. Sharma
  • 2.  Invention refers to any new idea that works  Innovation refers to ideas which are converted to profitable use  Innovation is basically the oxygen for your future  To lead industry you have to innovate properly  Approach innovation in an innovative way 2MMS -OIM Mumbai
  • 3.  Everything we know will become blunt over time  Innovation is not a functional activity; it is a business activity and you need every component of business- sales, marketing, manufacturing- as a piece of it  Innovation cannot be scheduled  Research is subjective, inspirational and often irrational; it is not a very structured activity; it can be described as a random walk in a blind valley to find whether it is really blind  Results of Research are seldom known in advance 3MMS -OIM Mumbai
  • 4.  Innovation is tough to manage and easy to stifle  Innovator is often harassed!  While management demands Consensus, Control, Certainty, and the Status quo, Creativity thrives on the opposite – Instinct, Uncertainty, Freedom and Iconoclasm.  Management and creativity are antithetical 4MMS -OIM Mumbai
  • 5.  Technology is the systematic orchestration of all knowledge and experience to lead to something practical and commercially useful  Technology should be demarcated from scientific pursuits which are concerned with creating new knowledge and opening new frontiers and, in its own right, is also cultural activity.  Robert Solov, N.L., 1987,- at least 50% of economic growth can be attributed to technology development (In advanced countries it could be 70 to 80%) 5MMS -OIM Mumbai
  • 6.  Technology is big “C” of capital and is an expensive equity and ability to make advances become sharper  Technology is a crucial instrument, even a weapon, to compete internationally in a truly free market  Technology Development should be like a rowing exercise and not a relay race 6MMS -OIM Mumbai
  • 7.  Technology can create an altogether new trajectory for economic revolution  Technology is nutrition  Quantum jump take place through discontinuities and not through linear path (e.g. transistors, lasers, NMR, vaccines, etc.)  Growth is based on Discovery as well as Market Driven approaches (archetype polyamide- Nylons)  How to find the needle in the Haystack and how to find it fast? 7MMS -OIM Mumbai
  • 8. Both international and national empirical evidence have recognized the role of Technology progress in economic growth through increase in Total Factor Productivity (TFP) 8MMS -OIM Mumbai
  • 9. NAS / NAC – USA Rebuilding a Real Economy: Unleashing Engineering Innovation The financial crisis that began in 2008 is a stark Demonstration that we as a nation have put our country at risk by allowing too much of our economy to be based on sectors that do not create real value. Relying on vaporous transactions to generate wealth is no substitute for making real products and providing real services 9MMS -OIM Mumbai
  • 10. • In the 21st century, the United States and the rest of the world will face some of the most serious challenges of the modem age; feeding a growing population, generating adequate energy without destroying the environment, countering chronic and emerging infectious diseases • The first decade of the new century has shown that engineering and technological innovation will be essential for the United States and other countries to meet these challenges 10MMS -OIM Mumbai
  • 11. • Entrepreneurs are generally innovators and developers in the economy. They are creative and are driven by animal spirit of making profit. They are also risk takers. These entrepreneurs facilitate “learning by doing” in embodied and disembodied technical progress 11MMS -OIM Mumbai
  • 12. • Innovation requires an open mind and an atmosphere that encourages people to imagine, think broadly, collaborate, capture serendipity, and have the freedom to create [Innovation Ecosystem] 12MMS -OIM Mumbai
  • 13. • Curiosity needs to be coupled with the ability to critically evaluate data, accept input and be ready to adopt the change. Lack of imagination kills many a projects 13MMS -OIM Mumbai
  • 14. • Patience is a mandatory condition if innovation is to thrive. There is a need for the tenacity to overcome technical obstacles and to champion their bold new ideas in the face if disbelief 14MMS -OIM Mumbai
  • 15. • There is no one predictable path to successful innovation. Half of the great innovations in the world came from great insights, the other half happened by accident and none of them on a schedule • [Roger McNamee – a longtime technology investor] 15MMS -OIM Mumbai
  • 16. • Innovation can be a messy and inefficient process; it is not one that can be managed through simple metrics 16MMS -OIM Mumbai
  • 17. • The innovation process is driven by the need to understand how something works or why it doesn’t, to grow revenue, reduce costs, or increase productivity; to solve a customer’s problem; or to keep healthy and save lives • [DNA of Invention] • [JUDY ESTERIN- “CLOSING THE INNOVATION GAP”, McGraw Hill] 17MMS -OIM Mumbai
  • 18. Technology innovation and its industrial application first become strongly evident during the industrial revolution of the eighteen and nineteen centuries when individuals such as Robert Stephenson, James Watt, Humphery Davy and Michael Faraday, came to the fore and were celebrated for their contributions to both technology and the economy - Christopher M Snowden, Rec. R. Soc., 2010, 64, S55-S63 18MMS -OIM Mumbai
  • 19. The pace of scientific innovation and its acceptance by the public and business community increased during the twentieth century. The appreciation that science makes important contribution to society became especially evident with major breakthrough in medicine and health, such as Fleming’s discovery of Penicillin for treating bacterial infections, which drove the early growth of the pharmaceutical industry in the middle of the last century. Progressively the process of discovery and the monetary or strategic value that may be created have been recognized by business and governments - Christopher M Snowden, Rec. R. Soc., 2010, 64, S55-S63 19MMS -OIM Mumbai
  • 20. Serendipity Serendipity has always played a crucial role but does not strike uninitiated persons. Examples in the Chemical Industry- LDPE, HDPE, Cellulose nitrate, Teflon, Viagra, etc. Serendipitous events have often changed the Course of Science It is possible to create an environment where serendipity gets a chance to work 20MMS -OIM Mumbai
  • 21. Lord May, The Former President, Royal Society, London Systematically organized research activities arguably began in the mid-1800s, in the nascent German Chemical Industry. The subsequent centuries saw steady growth. World War- II vividly demonstrated the importance of Science (sometimes in regrettable ways). The past 50 years have seen more advances in scientific knowledge than in all past human history, while the number of research workers today likewise exceeds the total ever previously to have lived. 21MMS -OIM Mumbai
  • 22. It is the nature of basic “blue skies” research that its fruits are unpredictable and largely unownable. It is a classic “public good”. This is why most support for basic research (roughly 80% in the U.K., with around 6% from industry and most of the rest from Charities) comes – and always will come- from Governments. The Science Base is the absolute bedrock of economic performance. 22MMS -OIM Mumbai
  • 23. There are three reasons why governments invest in their science base: 1. For the new knowledge thus produced 2. (More important) To buy a ticket in the wider club of knowledge producers 3. (Most important) For the successive cadres of trained young people, some of whom will cycle back into the knowledge- producing process, while others carry its products out into industry, business, public service, etc. 23MMS -OIM Mumbai
  • 24. Researchers are in the main driven by curiosity On the other hand, their patrons, these days primarily governments on behalf of taxpayers, are driven by economic practicalities. This causes tension. Create institutional cultures in which the best young people are free to express their creativity and set their own agendas, not being entrained in hierarchies of deference to their seniors, no matter how distinguished these may be. 24MMS -OIM Mumbai
  • 25. Dilemma of an Innovator Ideas may be considered revolutionary or pedestrian Faces humiliation Genius prefers homogeneity of individuals rather than heterogeneity of groups. We in the universities have the spiritual freedom to try new ideas Small firms have therefore greater propensity to take risks 25MMS -OIM Mumbai
  • 26. Good innovation requires you to have a broad mix of individuals. These range from pioneering extroverts, who are possibly even stormy and irrational, at one end of spectrum, through solid, systematic team players in the middle, to dogmatic, rigid, or even reactionary characters at the other extreme. 26MMS -OIM Mumbai
  • 27.  CEOs and Boards have become the major impediment to sustaining innovation  More than innovation, budgets dictate behavior  It takes courage to view innovation as the enabler, not the enemy, of earnings 27MMS -OIM Mumbai
  • 28. Seeking consensus for all breakthrough innovation decisions is another deadly innovation disease; it wastes valuable time and can dilute creative concepts. CEO can protect an innovation culture, learn from failures rather than punish or stigmatize then. Failure is an integral part of the innovation process. 28MMS -OIM Mumbai
  • 29. Innovations require change and change requires courage. Instilling a climate that recognizes the critical need for innovations and encourages and rewards innovative behavior requires a change in the mind set of many CEO’s 29MMS -OIM Mumbai
  • 30. • A fertile relationship between Science and Engineering is required • The case of Plastic LED (Serendipitous) • The inspiration to study the semi conductive properties of molecules came from curiosity, but was rapidly paralleled by the desire to make something from it -Dr. R. Friend, Physicist, University of Cambridge 30MMS -OIM Mumbai
  • 31.  We should downplay the distinction between applied and ‘not yet applied’ science.  Whether our motive is curiosity, or whether there is a practical goal in sight, ‘problem solving’ is the activity that motivates us all.  The mindset is same, whether one is an engineer facing a novel design challenge, or an astronomer mapping the remote cosmos.  There is as much intellectual challenge in the applications as in the science itself -M.J. Rees, Former President, The Royal Society, UK 31MMS -OIM Mumbai
  • 32. • Innovation is the electric charge that makes the world’s heart beat • To predict the future of Technologies is more or less to predict the future of Economics 32MMS -OIM Mumbai
  • 33. Put Science and Innovation at the heart of • a strategy for long-term Economic Growth • Priority investment in excellent people • Strengthen Government’s use of science 33MMS -OIM Mumbai
  • 34. Fruits of Science are required for: • Vaccines against pandemics • Better food supplies • ‘Clean’ energy • More robust networks • Equitable policies to preserve ecosystem and climate 34MMS -OIM Mumbai
  • 35. • In-house R & D is essential even to benefit from the OI • Interactions with Universities is very fruitful Role of Open Innovation (OI) 35MMS -OIM Mumbai
  • 36. • No single action will reenergizes our innovation system. We will need a portfolio of interconnected, interdependent initiatives to generate new knowledge and technology and move that new knowledge into a competitive world marketplace 36MMS -OIM Mumbai
  • 37. • The Government of China has a 15 year plan for linking 60% of the country’s overall economic growth to scientific and technological innovations 37MMS -OIM Mumbai
  • 38.  We as a nation will have to innovate to survive  We need to nurture best-minds and be elitist entirely from brilliance point of view  Remember we cannot feed tomorrow’s population with today's agriculture 38MMS -OIM Mumbai
  • 39. There is no innovation that is more important for the world than the development of young minds 39MMS -OIM Mumbai

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