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Innovation
Lokesh V & Kunal Katdare
Innomantra Consulting, India
Imperative for Indian
Software Service Industry
India has branded itself as an Information Technology Leader
and the Services industry is a major contributor to the Gross
Domestic Product. Service oriented companies need to align
their business strategies with innovation and define their objec-
tives and work environment accordingly.
The Software Industry in India has gained significantly from
providing quality services to clients around the world, at low
cost. However, with competition from other developing coun-
tries, India is fast losing its cost advantage. As cost pressure
increases, Indian Software companies need to leverage their
domain knowledge into a definitive advantage over their
competitors by transforming into Innovation centers. They
need to move from IT Services to Engineering Services offer-
ing end-to-end product solutions.
Innovation in companies is a
mix of innovation culture and
innovative system. Hence,
innovation must envelope
everything a firm does that
is critical for its continuing
survival and growth. Such in-
novations have to take place
not only in product and pro-
cess breakthrough’s but also
in host of business, organ-
ization and process-relat-
ed areas that are critical for
facilitating product and pro-
cess innovations. Key man-
agement processes of new
product development; capi-
tal project appraisal and re-
source allocation need to be
carefully redesigned making
them conducive to the in-
novation process within the
firm.
Taking these actions to sup-
port innovation within the
firm will allow the Software
Services companies to suc-
cessfully leverage their do-
main knowledge. It will also
allow them to capture the
Value added activity market.
Companies that come to In-
dia for cost savings will stay
on for the quality of people
and ultimately invest in inno-
vation. It’s time to capitalize
on the country’s greatest in-
ternational advantage: the
ability to innovate.
As per their recent survey
of Senior Executives from
across the globe, The Boston
Consulting Group suggests
that 70% of executives are
willing to spend increased
amounts on Innovation. An
interesting observation was
that the fraction of those
who suggested significant-
ly greater spending has in
creased by more than 10%
ABSTRACT
EMERGING
OUTSOURCING
SCENARIO
Innovation
in companies
is a mix of
innovation culture
and innovative system.
The Software
Industry in
India has gained
significantly
from providing
quality services to
clients around the
world, at low cost.
www.innomantra.com
Innovation & Intellectual Property Management has become a
Key area of business in the Knowledge-based Economy and
it is a fact that is accepted around the world. In spite of this
consensus, only a small number of leading multinational or-
ganizations are actively building their Intellectual Property as
a value generator. Since Indian Software Services industry has
close associations with most of these leading organizations, it
is imperative that they too follow the act. Those in the know,
have understood the considerable importance of Intellectu-
al Property and as a result, have pro-actively put in place a
framework to track Innovation. So far this approach has been
far from aggressive and the innovation awakening is happen-
ing at a much slower pace than required.
since last year. [8]
In a recent article on the tre-
mendous potential for engi-
neering services outsourcing
to Izdia [2], NASSCCOM
highlighted the results of a
study by Booz Allen Hamilton
and NASSCOM. They project
that the business potential for
Indian Engineering Services
could grow from the exist-
ing $1 billion to almost $50
billion annually by the year
2020. [2] This is a huge op-
portunity for Service Providers
to look at their core strengths
and channel them into
knowledge-based activities.
The NASSCOM report
speaks of “globalization of
innovation”. Several mul-
tinational companies have
established Research & De-
velopment centers in India
and are generating signifi-
cant Intellectual Property (IP)
through them [5]. As a strate-
gy, these design centers team
with third-party design ser-
vices to ensure that the com-
plete solution is developed
in India. Increasingly, com-
panies are looking at Ser-
vice Providers to contribute
to their Intellectual Property.
The outsourcing of Innova-
tion is driven by several fac-
tor among which are shorter
time to market requirements
and advantages of pool-
ing worldwide resources. [9]
Service providers are thus
moving from being optimiz-
ers to technology enablers.
A recent article mentioned a
research by Frost & Sullivan
estimating the total design
market in India to be $3.25
billion. More than 75% of this
is in Embedded Software. It
predicts that the design ser-
vices market could be worth
$43 billion by 2015. [6]
www.innomantra.com
Technological
strengths should
contribute to
breakthroughs in
multiple
application areas.
INNOVATION
AS AN
IMPERATIVE
www.innomantra.com
Technological strengths
should contribute to break-
throughs in multiple applica-
tion areas.
Consider the Medical Equip-
ment industry in India, which
derives mainly from elec-
tronics & software develop-
ment industries. Although
the level of technology in
the electronics industry and
expertise in the software do-
main almost match those of
developed countries, we lag
in design and manufacture
of new products in core ar-
eas. Therefore, this industry
has been heavily dependent
upon licensing from foreign
firms.
Initially India focused on
rendering high quality soft-
ware development servic-
es. In order to reduce costs,
maintenance and lower-end
jobs will move to cost bene-
ficial locations. This will force
companies to work at high-
er technology levels and on
significantly more challeng-
ing work scenarios. They
will need to accept the risks
involved in development of
technologies, which was not
the case some years back.
Companies will also need to
accept probable failure as a
possibility. Although the Ser-
vices Industry has not tradi-
tionally been considered an
“Innovation-base”, it must
move towards this goal if it
must sustain itself in the long
run. Software Services com-
panies need to think outside
the box and look to ways of
contributing their domain ex-
pertise into the knowledge
pool of the global market
leaders in specific technology
segments.
India is today the Research
& Development choice for
MNC’s. Around 200 global
companies have already set
up their Research & Devel-
opment centers in India. [5]
Almost 25% of all fresh glob-
al investments in Research &
Development centers land in
India. IT services companies
who have exclusive offshore
development centers for their
clients will increasingly be in-
volved in product and tech-
nology development in India
to ensure value form money.
Corporate Research & De-
veloment labs are collabo-
rating with suppliers and cli-
ents, sharing software code
with programmers, tapping
networks for scientists and
entrepreneurs for the world’s
best ideas. Service Provid-
ers should make the most
of these opportunities.[7]
Service oriented companies
need to align their business
strategies with innovation
and define their objectives
Key management
processes of new
product development,
capital project
appraisal
and resource
allocation need to
be carefully
redesigned
INNOVATION
BASED SERVICE
PROVIDERS
www.innomantra.com
and work environment ac-
cordingly. What the Service
Industry needs to do is get
away from a culture where it
merely goes by the Defined
Requirements.
Indian Companies have al-
ready started going well be-
yond this and contributing
to projects right from the re-
quirement definition stage.
It is this ability to contribute
its domain knowledge that
will give India the edge over
competitors. For the poten-
tial to transform into reality,
companies must focus on
their role in the knowledge
industry to supplement their
role as software service pro-
viders. The maturity and do-
main expertise of the Indian
Software Service Industry
must metamorphose into in-
creased business opportuni-
ties. Higher-level tasks can be
undertaken by Indian coun-
terparts to provide significant
cost advantages to compa-
nies around the world. At the
same time, it can continue to
offer affordable expertise to
those that lack it.
Intellectual Property is now a
key consideration in Mergers
and Acquisitions. According
to one expert, Lenovo’s stra-
tegic goal in the IBM–Lenovo
deal was to access IBM’s In-
tellectual Property especially
the Software patent portfolio
[1].
Innovation in companies is a mix of innovation culture and in-
novative system. Hence, innovation must envelope everything
a firm does that is critical for its continuing survival and growth.
Such innovations have to take place not only in product and
process breakthrough’s but also in host of business, organiza-
tion and process-related areas that are critical for facilitating
product and process innovations. Key management process-
es of new product development, capital project appraisal and
resource allocation need to be carefully redesigned making
them conducive to the innovation process within the firm.
As the Industry moves in this
direction, individual organi-
zations must establish knowl-
edge & innovation manage-
ment systems that will help
them identify and quantify
their domain expertise. The
systems established must
ensure that in areas where
significant domain expertise
already exists albeit at other
organizations, the company
can consider options such as
licensing to avoid reinventing
the wheel. Service providers
must look at a new paradigm
Companies must set in place
a mechanism to include In-
novation and Idea Creation
as part of any Project Devel-
opment Cycle and do a thor-
ough review of existing In-
tellectual Property to ensure
that it does not violate any
existing Intellectual Property.
Companies must also ap-
preciate that while the latent
potential of an idea may not
be apparent, it must design
a mechanism to log ideas
that come up. It must also
develop a team to work on
the feasible ideas to reach
them to a logical level at
which they can be classified
as valuable Intellectual Prop-
erty. Innovation also involves
a significant investment of
manpower, money and ma-
terials much before you can
start reaping the benefits. At
times, some Intellectual Prop-
erty may not yield returns at
all. But that should not drive
Software Services companies
away from Innovation. For
companies to sustain their
stronghold as High-end Ser-
vice Providers, Innovation is
imperative. Companies will
need to work closely with ac-
ademia as well as with other
companies in order to being
out the best. Industry and ac-
ademia should work together
to enhance the technical ex-
pertise of middle level tech-
nocrats to take India forward
in Innovation.
The Research and Develop-
ment mindset allows people
that encompasses Research & Development, IP Generation &
Management, Co-Development & Cross Licensing and tie-ups
with Manufacturing.
Research
and
Development
www.innomantra.com
Since Service Providers work
on client defined required,
the ownership of Intellectu-
al Property usually lies with
the clients. The dilemma that
Service Providers must ad-
dress is that the client has
approached them for their
domain expertise and at the
same time the client would
also like to retain rights over
the Intellectual Property “gen-
erated” during the develop-
ment. A separate “Technol-
ogy Focus Group” should
be formed within companies
that will generate domain
specific Intellectual Property.
A culture of Innovation and
Intellectual Property Man-
agement must be developed
so that all Knowledge Work-
ers are driven to bring their
innovative ideas to fruition
providing additional business
opportunities to the company.
Shorter product development
cycles also require the use of
existing domain knowledge.
Knowledge Management
must always be a top priority
for such companies. With the
increased movement of per-
sonnel across companies, it
is of utmost importance that
the “Technological Edge” be-
longs to the company and
not to a select few.
the freedom to explore. Time-
bound projects limit inno-
vation at work. They require
knowledge workers to move
across different domains and
prevent them for graduating
in their specialized domain.
Incubation within organi-
zation will allow “Intrapre-
neurs” to contribute to busi-
ness growth through creation
of Intellectual Property. It will
generate technology-orient-
ed Techno-business leaders.
Services companies should
encourage the best talents
available in the area of Re-
search & Development to
build their technology portfo-
lio for the growth of business.
As companies continue to work on projects in specific areas,
its pool of experts grows. It is imperative to utilize this resource
appropriately. It is these experts that represent the “domain
knowledge” and must be showcased to clients as contributors
to the project. For the “experts” to have due credibility in the
international perspective, it is the Intellectual Property that they
own that is the only objective measure of the “company’s” do-
main knowledge.
IP Generation
and Management
www.innomantra.com
Companies must establish In-
tellectual Property protection
systems in order to gain an
equal footing in technology
transfer arrangements. Licens-
ing serves as a welcome sub-
stitute to direct investment and
to direct marketing through
export. When a third party
gets a license and works the
invention for the licensor, the
royalty ranges from 20% to
50%. Therefore, a repository
of Intellectual Property plays
an indispensable role by in-
creasing the willingness to en-
ter into a license agreement. It
also allows for an extended life
of the license, which may last
the whole duration of the initial
patent and continue under fol-
low-up patents.
After establishing a founda-
tion based on domain-spe-
cific Intellectual Property, the
Service Provider can project
itself as an extended devel-
opment center for its clients.
It can manage its licensing
and technology transfer op-
tions in a manner that cre-
ates a WIN-WIN situation for
its clients and itself.
Service Providers are building their competencies by simulating
pilot projects. These service providers should partner Indian
companies for catering to the domestic market. This can be
mutually beneficial allowing Service Providers to gain the re-
quired expertise without spending resources in non-revenue
activities. In due course of time, highly specialized service pro-
viders will emerge. As a result, projects will be implemented
as a consortium by bringing together the domain expertise of
various groups and providing the best output.
Service industries can tie-up with manufacturers and provide
design & manufacture services. The combined scope of the
project can be used beneficially to provide cost advantag-
es to the client as well as to contain manufacturing costs at
the design stage itself. Manufacturing units that have devel-
oped the technical know-how over the years have diversified
into the services industry providing domain-specific solutions.
Manufacturing companies will also consider partnerships with
product development companies to project themselves as end-
to-end solution providers along an Innovate-Develop-Manu-
facture model. In a contract-manufacturing scenario as well,
including design & development could be the next step. [4]
Manufacturing
Co-Development
and
Cross-Licensing
www.innomantra.com
The following can help promote innovation in Service based
industries:ORGANIZATIONAL
CHANGES
TO MEET
CHALLENGES
The Chief Executive Officer
is the key driver for compa-
nies to enhance its innovation
culture [10]. Most of the com-
panies that participated in
recent IP Zone at Bangalore
IT.in (considered Asia’s larg-
est IT fair) are founder-led
companies. The winners of
the IT Innovation awards be-
longed mostly to this group.
This indicates that profes-
sionally managed companies
may need to do more in their
approach towards Innova-
tion. One of the major short-
comings they have is the ap-
proach to institutionalize third
party methodologies and
systems rather than creating
de-facto standards for Inno-
vation Process and Strategies.
CONCLUSION
www.innomantra.com
nn Innovation-oriented culture
nn Visionary business strategies aimed at generating revenue 	 	
from IP and innovation
nn Management encouragement towards generation of IP
nn Access to latest technology
nn Retention of Domain Experts
nn Development of skills
nn Research & Development
nn Knowledge Management System
nn Awareness of Innovation and Intellectual Property Rights
nn Willingness to Change (overcoming Psychological inertia)
nn Increased Appetite for Risk
nn “This is a new idea. Let’s work on it and see where it goes.”
nn Cross-functional contributions
nn Appropriate reward mechanism [3]
If software services companies to move up the value chain,
it is imperative that they become innovative and look at the
business opportunities that intellectual property brings. This
calls for a paradigm shift in the way these companies are
run. Backed up by focused initiatives from management,
knowledge worker will certain help to convert India from a
brain pool to Innovation hub.
Awareness
of Innovation and
Intellectual
Property Rights
Level 9, Raheja Towers, M.G. Road,
Bangalore - 560 001, India
m : +91 9986900007
d: +91 8041647708
16/1, ‘Faraday Labs’, 2nd
Main, 2nd
Stage
Gokulam, Mysore- 570 002, India
m: +91 9845272555
d: +91 8212414556
Bangalore - Head Office Mysore - Registered Office
www.innomantra.com
Innomantra Consulting Private Limited

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Innovation Imperative for Indian Software Services Companies

  • 1. www.innomantra.com Innovation Lokesh V & Kunal Katdare Innomantra Consulting, India Imperative for Indian Software Service Industry
  • 2. India has branded itself as an Information Technology Leader and the Services industry is a major contributor to the Gross Domestic Product. Service oriented companies need to align their business strategies with innovation and define their objec- tives and work environment accordingly. The Software Industry in India has gained significantly from providing quality services to clients around the world, at low cost. However, with competition from other developing coun- tries, India is fast losing its cost advantage. As cost pressure increases, Indian Software companies need to leverage their domain knowledge into a definitive advantage over their competitors by transforming into Innovation centers. They need to move from IT Services to Engineering Services offer- ing end-to-end product solutions. Innovation in companies is a mix of innovation culture and innovative system. Hence, innovation must envelope everything a firm does that is critical for its continuing survival and growth. Such in- novations have to take place not only in product and pro- cess breakthrough’s but also in host of business, organ- ization and process-relat- ed areas that are critical for facilitating product and pro- cess innovations. Key man- agement processes of new product development; capi- tal project appraisal and re- source allocation need to be carefully redesigned making them conducive to the in- novation process within the firm. Taking these actions to sup- port innovation within the firm will allow the Software Services companies to suc- cessfully leverage their do- main knowledge. It will also allow them to capture the Value added activity market. Companies that come to In- dia for cost savings will stay on for the quality of people and ultimately invest in inno- vation. It’s time to capitalize on the country’s greatest in- ternational advantage: the ability to innovate. As per their recent survey of Senior Executives from across the globe, The Boston Consulting Group suggests that 70% of executives are willing to spend increased amounts on Innovation. An interesting observation was that the fraction of those who suggested significant- ly greater spending has in creased by more than 10% ABSTRACT EMERGING OUTSOURCING SCENARIO Innovation in companies is a mix of innovation culture and innovative system. The Software Industry in India has gained significantly from providing quality services to clients around the world, at low cost. www.innomantra.com
  • 3. Innovation & Intellectual Property Management has become a Key area of business in the Knowledge-based Economy and it is a fact that is accepted around the world. In spite of this consensus, only a small number of leading multinational or- ganizations are actively building their Intellectual Property as a value generator. Since Indian Software Services industry has close associations with most of these leading organizations, it is imperative that they too follow the act. Those in the know, have understood the considerable importance of Intellectu- al Property and as a result, have pro-actively put in place a framework to track Innovation. So far this approach has been far from aggressive and the innovation awakening is happen- ing at a much slower pace than required. since last year. [8] In a recent article on the tre- mendous potential for engi- neering services outsourcing to Izdia [2], NASSCCOM highlighted the results of a study by Booz Allen Hamilton and NASSCOM. They project that the business potential for Indian Engineering Services could grow from the exist- ing $1 billion to almost $50 billion annually by the year 2020. [2] This is a huge op- portunity for Service Providers to look at their core strengths and channel them into knowledge-based activities. The NASSCOM report speaks of “globalization of innovation”. Several mul- tinational companies have established Research & De- velopment centers in India and are generating signifi- cant Intellectual Property (IP) through them [5]. As a strate- gy, these design centers team with third-party design ser- vices to ensure that the com- plete solution is developed in India. Increasingly, com- panies are looking at Ser- vice Providers to contribute to their Intellectual Property. The outsourcing of Innova- tion is driven by several fac- tor among which are shorter time to market requirements and advantages of pool- ing worldwide resources. [9] Service providers are thus moving from being optimiz- ers to technology enablers. A recent article mentioned a research by Frost & Sullivan estimating the total design market in India to be $3.25 billion. More than 75% of this is in Embedded Software. It predicts that the design ser- vices market could be worth $43 billion by 2015. [6] www.innomantra.com Technological strengths should contribute to breakthroughs in multiple application areas. INNOVATION AS AN IMPERATIVE
  • 4. www.innomantra.com Technological strengths should contribute to break- throughs in multiple applica- tion areas. Consider the Medical Equip- ment industry in India, which derives mainly from elec- tronics & software develop- ment industries. Although the level of technology in the electronics industry and expertise in the software do- main almost match those of developed countries, we lag in design and manufacture of new products in core ar- eas. Therefore, this industry has been heavily dependent upon licensing from foreign firms. Initially India focused on rendering high quality soft- ware development servic- es. In order to reduce costs, maintenance and lower-end jobs will move to cost bene- ficial locations. This will force companies to work at high- er technology levels and on significantly more challeng- ing work scenarios. They will need to accept the risks involved in development of technologies, which was not the case some years back. Companies will also need to accept probable failure as a possibility. Although the Ser- vices Industry has not tradi- tionally been considered an “Innovation-base”, it must move towards this goal if it must sustain itself in the long run. Software Services com- panies need to think outside the box and look to ways of contributing their domain ex- pertise into the knowledge pool of the global market leaders in specific technology segments. India is today the Research & Development choice for MNC’s. Around 200 global companies have already set up their Research & Devel- opment centers in India. [5] Almost 25% of all fresh glob- al investments in Research & Development centers land in India. IT services companies who have exclusive offshore development centers for their clients will increasingly be in- volved in product and tech- nology development in India to ensure value form money. Corporate Research & De- veloment labs are collabo- rating with suppliers and cli- ents, sharing software code with programmers, tapping networks for scientists and entrepreneurs for the world’s best ideas. Service Provid- ers should make the most of these opportunities.[7] Service oriented companies need to align their business strategies with innovation and define their objectives
  • 5. Key management processes of new product development, capital project appraisal and resource allocation need to be carefully redesigned INNOVATION BASED SERVICE PROVIDERS www.innomantra.com and work environment ac- cordingly. What the Service Industry needs to do is get away from a culture where it merely goes by the Defined Requirements. Indian Companies have al- ready started going well be- yond this and contributing to projects right from the re- quirement definition stage. It is this ability to contribute its domain knowledge that will give India the edge over competitors. For the poten- tial to transform into reality, companies must focus on their role in the knowledge industry to supplement their role as software service pro- viders. The maturity and do- main expertise of the Indian Software Service Industry must metamorphose into in- creased business opportuni- ties. Higher-level tasks can be undertaken by Indian coun- terparts to provide significant cost advantages to compa- nies around the world. At the same time, it can continue to offer affordable expertise to those that lack it. Intellectual Property is now a key consideration in Mergers and Acquisitions. According to one expert, Lenovo’s stra- tegic goal in the IBM–Lenovo deal was to access IBM’s In- tellectual Property especially the Software patent portfolio [1]. Innovation in companies is a mix of innovation culture and in- novative system. Hence, innovation must envelope everything a firm does that is critical for its continuing survival and growth. Such innovations have to take place not only in product and process breakthrough’s but also in host of business, organiza- tion and process-related areas that are critical for facilitating product and process innovations. Key management process- es of new product development, capital project appraisal and resource allocation need to be carefully redesigned making them conducive to the innovation process within the firm. As the Industry moves in this direction, individual organi- zations must establish knowl- edge & innovation manage- ment systems that will help them identify and quantify their domain expertise. The systems established must ensure that in areas where significant domain expertise already exists albeit at other organizations, the company can consider options such as licensing to avoid reinventing the wheel. Service providers must look at a new paradigm
  • 6. Companies must set in place a mechanism to include In- novation and Idea Creation as part of any Project Devel- opment Cycle and do a thor- ough review of existing In- tellectual Property to ensure that it does not violate any existing Intellectual Property. Companies must also ap- preciate that while the latent potential of an idea may not be apparent, it must design a mechanism to log ideas that come up. It must also develop a team to work on the feasible ideas to reach them to a logical level at which they can be classified as valuable Intellectual Prop- erty. Innovation also involves a significant investment of manpower, money and ma- terials much before you can start reaping the benefits. At times, some Intellectual Prop- erty may not yield returns at all. But that should not drive Software Services companies away from Innovation. For companies to sustain their stronghold as High-end Ser- vice Providers, Innovation is imperative. Companies will need to work closely with ac- ademia as well as with other companies in order to being out the best. Industry and ac- ademia should work together to enhance the technical ex- pertise of middle level tech- nocrats to take India forward in Innovation. The Research and Develop- ment mindset allows people that encompasses Research & Development, IP Generation & Management, Co-Development & Cross Licensing and tie-ups with Manufacturing. Research and Development www.innomantra.com
  • 7. Since Service Providers work on client defined required, the ownership of Intellectu- al Property usually lies with the clients. The dilemma that Service Providers must ad- dress is that the client has approached them for their domain expertise and at the same time the client would also like to retain rights over the Intellectual Property “gen- erated” during the develop- ment. A separate “Technol- ogy Focus Group” should be formed within companies that will generate domain specific Intellectual Property. A culture of Innovation and Intellectual Property Man- agement must be developed so that all Knowledge Work- ers are driven to bring their innovative ideas to fruition providing additional business opportunities to the company. Shorter product development cycles also require the use of existing domain knowledge. Knowledge Management must always be a top priority for such companies. With the increased movement of per- sonnel across companies, it is of utmost importance that the “Technological Edge” be- longs to the company and not to a select few. the freedom to explore. Time- bound projects limit inno- vation at work. They require knowledge workers to move across different domains and prevent them for graduating in their specialized domain. Incubation within organi- zation will allow “Intrapre- neurs” to contribute to busi- ness growth through creation of Intellectual Property. It will generate technology-orient- ed Techno-business leaders. Services companies should encourage the best talents available in the area of Re- search & Development to build their technology portfo- lio for the growth of business. As companies continue to work on projects in specific areas, its pool of experts grows. It is imperative to utilize this resource appropriately. It is these experts that represent the “domain knowledge” and must be showcased to clients as contributors to the project. For the “experts” to have due credibility in the international perspective, it is the Intellectual Property that they own that is the only objective measure of the “company’s” do- main knowledge. IP Generation and Management www.innomantra.com
  • 8. Companies must establish In- tellectual Property protection systems in order to gain an equal footing in technology transfer arrangements. Licens- ing serves as a welcome sub- stitute to direct investment and to direct marketing through export. When a third party gets a license and works the invention for the licensor, the royalty ranges from 20% to 50%. Therefore, a repository of Intellectual Property plays an indispensable role by in- creasing the willingness to en- ter into a license agreement. It also allows for an extended life of the license, which may last the whole duration of the initial patent and continue under fol- low-up patents. After establishing a founda- tion based on domain-spe- cific Intellectual Property, the Service Provider can project itself as an extended devel- opment center for its clients. It can manage its licensing and technology transfer op- tions in a manner that cre- ates a WIN-WIN situation for its clients and itself. Service Providers are building their competencies by simulating pilot projects. These service providers should partner Indian companies for catering to the domestic market. This can be mutually beneficial allowing Service Providers to gain the re- quired expertise without spending resources in non-revenue activities. In due course of time, highly specialized service pro- viders will emerge. As a result, projects will be implemented as a consortium by bringing together the domain expertise of various groups and providing the best output. Service industries can tie-up with manufacturers and provide design & manufacture services. The combined scope of the project can be used beneficially to provide cost advantag- es to the client as well as to contain manufacturing costs at the design stage itself. Manufacturing units that have devel- oped the technical know-how over the years have diversified into the services industry providing domain-specific solutions. Manufacturing companies will also consider partnerships with product development companies to project themselves as end- to-end solution providers along an Innovate-Develop-Manu- facture model. In a contract-manufacturing scenario as well, including design & development could be the next step. [4] Manufacturing Co-Development and Cross-Licensing www.innomantra.com
  • 9. The following can help promote innovation in Service based industries:ORGANIZATIONAL CHANGES TO MEET CHALLENGES The Chief Executive Officer is the key driver for compa- nies to enhance its innovation culture [10]. Most of the com- panies that participated in recent IP Zone at Bangalore IT.in (considered Asia’s larg- est IT fair) are founder-led companies. The winners of the IT Innovation awards be- longed mostly to this group. This indicates that profes- sionally managed companies may need to do more in their approach towards Innova- tion. One of the major short- comings they have is the ap- proach to institutionalize third party methodologies and systems rather than creating de-facto standards for Inno- vation Process and Strategies. CONCLUSION www.innomantra.com nn Innovation-oriented culture nn Visionary business strategies aimed at generating revenue from IP and innovation nn Management encouragement towards generation of IP nn Access to latest technology nn Retention of Domain Experts nn Development of skills nn Research & Development nn Knowledge Management System nn Awareness of Innovation and Intellectual Property Rights nn Willingness to Change (overcoming Psychological inertia) nn Increased Appetite for Risk nn “This is a new idea. Let’s work on it and see where it goes.” nn Cross-functional contributions nn Appropriate reward mechanism [3] If software services companies to move up the value chain, it is imperative that they become innovative and look at the business opportunities that intellectual property brings. This calls for a paradigm shift in the way these companies are run. Backed up by focused initiatives from management, knowledge worker will certain help to convert India from a brain pool to Innovation hub. Awareness of Innovation and Intellectual Property Rights
  • 10. Level 9, Raheja Towers, M.G. Road, Bangalore - 560 001, India m : +91 9986900007 d: +91 8041647708 16/1, ‘Faraday Labs’, 2nd Main, 2nd Stage Gokulam, Mysore- 570 002, India m: +91 9845272555 d: +91 8212414556 Bangalore - Head Office Mysore - Registered Office www.innomantra.com Innomantra Consulting Private Limited