This document discusses the need for innovation cells and technology partners at educational institutions. It outlines the functions of an innovation cell in guiding policy, conducting initiatives, and tracking progress. It differentiates between jugaad, innovation, and startups. It describes how incubation centers support entrepreneurs through facilities, funding, networking and mentoring. It provides examples of successful startups from IITs and other institutions. The document proposes setting up tinkering labs, ideation to product development processes, and partnering with technology companies. It shares case studies and outlines an innovation and startup policy for an educational institution.

1. Need of Incubation centre and
technology partners for
educational institutions
Shrihari Khatawkar
sdk_cse@adcet.in

4. Index
• Need of innovation cell
• Jugaad Vs innovation
• Innovation, Incubation and entrepreneurship
• Idea to Product development
• Handholding with technology partners
• Innovation policy – Institute
• Case studies

5. Why Innovation…?
• 65 % Population is bellow 35 age
• Due to the rote learning system, we don’t have a culture to
appreciate or promote new ideas. Due to this we have knowingly or
unknowingly killed the creativity of students and the ability to think
out of the box.
• Our country’s youth should be the part of the solution and not the
problem. So they always need to think about how I can provide
solutions to millions of problems which our country is facing. Student
needs to realize that they should look at the “problem as an
opportunity.”

6. What does innovative cell do?
1. They work on what policy needs to be changed or what policy
intervention is required to nurture the innovation culture.
2. The cell guides educational institutes about the same.
3. They conduct national initiatives where these colleges compete
with each other in terms of innovation.
4. The cell keeps a track about the progress of the institutes

7. Jugaad Vs Innovation
• Invention involves the creation of new things from new ideas
whereas innovation is making improvements to existing
concepts. And jugaad is a cheaper adaption of existing innovations.

10. Jugaad innovation
• The word ‘jugaad’ comes from Hindi, meaning a cheap, imaginative,
improvised but effective solution to a problem for some period of
time.
• Jugaad innovations, therefore, are ‘innovative fixes’ – low-cost and
flexible answers to everyday issues. Also called ‘frugal innovations’,
these are becoming the new trend in the technological sphere
nowadays.
• Jugaad innovation serve people with compromising the safety
features, efficiency, and utility of the products.
(characterized by shoddy design features.)

11. Innovation
• Innovation in its modern meaning is "a new idea, creative thoughts,
new imaginations in form of device or method".
• Innovation is often also viewed as the application of better solutions
that meet new requirements, unarticulated needs, or existing market
needs. ... The opposite of innovation is exnovation.
• Exnovation: In commerce and management, exnovation, an opposite
of innovation, can occur when products and processes that have been
tested and confirmed to be best-in-class are standardized to ensure
that they are not innovated further.

17. Start-up
• A startup or start-up is a company or project initiated by an
entrepreneur to seek, effectively develop, and validate a scalable
business model.

18. Innovation, Incubation and entrepreneurship
• The term “incubator” or “incubation center” are interchangeably
used for a collaborative environment designed to help new startups
succeed. The term takes off from biological “incubators” where young
ones are hatched and nurtured.
• ‘Atal Incubation Centres’

19. What is an Incubator
• Business incubators are institutions that support entrepreneurs in
developing their businesses, especially in initial stages.
• These are organizations geared towards speeding up the growth and
success of start-ups and early stage companies.
• Incubation is usually done by institutions which have experience in the
business and technology world.
• Incubation support includes providing technological facilities and advices,
initial growth funds, network and linkages, co-working spaces, lab
facilities, mentoring and advisory support.
• They are often a good path to capital from angel investors, government
organizations, economic-development coalitions, venture capitalists and
other investors.

20. Set up – Tinkering lab
• The tinkering lab is a workspace where young minds can give shape
to their ideas through hands-on do-it-yourself mode and learn
innovation skills.
• These atal tinkering labs are established in schools to teach the
practical applications of engineering and science so that the
students can use it during the process of creation. They organize
exhibitions and competitions from regional to national level so as to
enhance the student's innovative capabilities.

21. Idea to Product development

22. Hand Holding with technology partners

23. Case Studies

24. 1. Sachin Bansal and Binny Bansal, Flipkart

25. 2. Rohit Bansal, Snapdeal

26. 3. Sanjay Sethi, ShopClues

27. 4. Bhavish Aggarwal and Ankit Bhati, Ola

28. 5. Deepinder Goyal and Pankaj Chaddah, Zomato

29. 6. Pranay Chulet, Quikr

30. 7. Naveen Tiwari, Abhay Singhal, Amit Gupta and
Mohit Saxena, InMobi

31. IIT Delhi Alumni – Sun Microsystems

32. IIT Delhi Alumni – Indiabulls

33. Case studies
• Zomato (zomato.com) : Deepinder Goyal, Pankaj Chaddah.
• Flipkart (flipkart.com) : Sachin Bansal, Binny Bansal.
• Sun Microsystems (sold to Oracle) : Vinod Khosla (co founder)
• NIIT (niit.com) : Rajendra S Pawar, Vijay Thadani
• SnapDeal (snapdeal.com) : Rohit Bansal (co founder)
• Paytm : founded in August 2010 by Vijay shekhar sharma.
• OYO Rooms: founded by Ritesh Agarwal

34. RedBus
• Phanindra Sama was 25 when he founded the pioneering venture
together with his BITS Pilani batchmates Charan Padmaraju and
Sudhakar Pasupunuri. In June 2013, they sold redBus to the Ibibo
Group for an estimated Rs 600-700 crore, the biggest overseas
strategic acquisition of an Indian internet asset.
RedBus now sells over a million tickets a month, and the gross value
of transactions on the site last year was about Rs 600 crore, up from
Rs 350 crore the year before.

35. Ola Cabs
• ANI Technologies Pvt. Ltd. stylised as OLA, an Indian origin online
network and aggregator for day-to-day transport. Ola founded by an
IIT Bombay Alumni called Bhavish Aggarwal and Ankit Bhati in
December 2010, which has become India’s most popular mobile app
for transportation.

36. Success stories
• www.oblu.in

37. Institute Innovation Council 2019-20
Senior Faculty Member of the Institution President 1 Prof. Rafiq A. Kanai
Faculty Member Convener 1 Mr. Shrihari. D. Khatawkar
Faculty Member Members 1 Mr. Kiran Babu
IPR Activity In charge Members 1 Dr. Anil Shinde
Startup activity In charge Members 2 Mr. Sandeep G Sutar,
Mr Siddhanath V Nishandar
Internship In charge Members 1 Mr. Sushant Patil
Social Media In charge Members 1 Mr. Rajesh M Kamble
Innovation Activity In charge Member 1 Dr. Vijay Thombare

38. IICs Coordinator (Student) Coordinator 1 Mr. Akash Namdeo Balte
Representative from nearby Incubation
Centre
Member 2 Mr. Nitin Kulkarni
Director, KLE-CTIE, Hubali
Mr. Girish Degaonkar
Bhau Institute of Innovation, Pune
Representatives of SIDBI / NABARD /
Lead Bank / Investor
Member 1 Dr. Prakash Dubal
Branch Manager IDBI, Ashta
Technical Experts from nearby Industry Member 3 Mr. Suhas Deshpande
Director, General Machine Tools,
Ichalkaranji
Mr. Vishvas Chitale
Partner, Chitale Group, Bhilawadi
Mr. Kiran Kulkarni
Director, Aqua Chill Systems India
Private Limited, Pune
Alumni Entrepreneurs from the Host
Institutions
Member 1 Mr.Siddhant Jadhav
Director,Standglobe India Pvt. ltd
Islampur
Patent Expert (Optional) Special Invitee 1 Dr. Anil Vitthal Ghule
Director, IPR, Shivaji University Kolhapur

39. Students from the host
institution Member 16
Miss. Anuja Pawar (CSE)
Mr. Aadarsh Shimgavkar (ENTC)
Miss. Aishwarya Phalle (ENTC)
Mr. Abhishek Bhagat (ELE)
Mr. Mayur Wadkar (ELE)
Mr. Shubham Kauthekar (AERO)
Miss. Tejaswini Panekar (AERO)
Mr. Pranit Waghmale (AUTO)
Mr. Prithvinjay Patil (AUTO)
Mr. Shivraj Dange (CIVIL)
Mr. Rohan Patil (CIVIL)
Miss. Divya Birnale (MECH)
Mr. Omkar Kate (MECH)
Mr. Hansaraj Desai (CSE)
Miss. Purva Jadhav (CSE)

40. Functions of IIC
• To conduct various innovation and entrepreneurship-related activities
prescribed by Central MIC in time bound fashion.
• Identify and reward innovations and share success stories.
• Organize periodic workshops/ seminars/ interactions with entrepreneurs,
investors, professionals and create a mentor pool for student innovators.
• Network with peers and national entrepreneurship development
organizations.
• Create an Institution’s Innovation portal to highlight innovative projects
carried out by institution’s faculty and students.
• Organize Hackathons, idea competition, mini-challenges etc. with the
involvement of industries.

41. Vision
• To create a vibrant local innovation ecosystem. Start-up supporting
Mechanism in Institute.
• To Prepare institute for Atal Ranking of Institutions on Innovation
Achievements Framework.
• To Establish Function Ecosystem for Scouting Ideas and Pre-incubation
of Ideas.

42. Mission
• Institute should develop and implement Innovation &
Entrepreneurship strategy and policy for the entire institute.
• To develop product to market strategy for startups.
• To promotion and awareness about IPR in the Institute
• To nurture cognitive ability for Technology

43. Innovation and Startup Policy 2019 for
Students and Faculty of ADCET
1. Strategies and Governance for funding
2. Startups Enabling Institutional Infrastructure
3. Nurturing Innovations and Startups
4. Norms for Faculty Start-ups
5. Motivation
6. Entrepreneurial Impact Assessment

44. 1. Strategies and Governance for funding
• Investment in the entrepreneurial activities should be a part of the institutional
financial strategy. Minimum 1% fund of the total annual budget of the institution
should be allocated for funding and supporting innovation and startups related
activities through creation of separate ‘Innovation fund’.
• The strategy should also involve raising funds from diverse sources to reduce
dependency on the public funding. Bringing in external funding through
government (state and central) such as DST, DBT, MHRD, AICTE, TDB, TIFAC, DSIR,
CSIR, BIRAC, NSTEDB, NRDC, Startup India, Invest India, MeitY, MSDE, MSME, etc.
and non-government sources should be encouraged.
• To support technology incubators, academic institutes may approach private and
corporate sectors to generate funds, under Corporate Social Responsibility (CSR)
as per Section 135 of the Company Act 2013.
• Institute may also raise funding through sponsorships and donations. Institute
should actively engage alumni network for promoting Innovation &
Entrepreneurship (I&E).

45. 2. Startups Enabling Institutional
Infrastructure
• Create facilities within the institution for supporting pre-incubation
/Incubation facility and should be accessible 24x7 to students, staff
and faculty of all disciplines and departments across the institution.
• ‘Incubation cum Technology Commercialization Unit’(ITCU) should
be a separate entity preferably registered under Section-8 of
Company Act 2013 or 'Society' registered under Society Registration
Act with independent governance structure.

46. 3. Nurturing Innovations and Startups
• Incubation support: Offer access to pre-incubation & Incubation facility to start
ups by students, staff and faculty for mutually acceptable time-frame.
• Will allow licensing of IPR from institute to start up: equity in the venture and/ or
license fees and/ or royalty.
• Will allow setting up a start up and working part-time for the start ups while
studying / working: institue may allow their students / staff to work on their
innovative projects and setting up start ups.
• Student Entrepreneurs may earn credits for working on innovative
prototypes/Business Models. Institute may need to develop clear guidelines to
formalize this mechanism.
• Student inventors may also be allowed to opt for start up in place of their mini
project/ major project, seminars, summer trainings. The area in which student
wants to initiate a start up may be interdisciplinary or multidisciplinary.

47. • Students who are under incubation, but are pursuing some entrepreneurial
ventures while studying should be allowed to use Institute address in the
institute to register their company with due permission from the
institution.
• Students entrepreneurs should be allowed to sit for the examination, even
if their attendance is less than the minimum permissible percentage, with
due permission from the institute.
• Student entrepreneurs may earn academic credits for their efforts while
creating an enterprise. Institute should set up a review committee for
review of start up by students, and based on the progress made, it may
consider giving appropriate credits for academics.
• Start a part-time/full time MBA/ PGDM (Innovation, entrepreneurship and
venture development) program where one can get degree while incubating
and nurturing a startup company. With AICTE issued guidelines.
• In return of the services and facilities, institute may take 2% to 9.5%
equity/ stake in the startup/ company, based on brand used, faculty
contribution, support provided and use of institute’s IPR

48. • Institute could extend this startup facility to alumni of the institute as
well as outsiders.
• Participation in start-up related activities needs to be considered as a
legitimate activity of faculty in addition to teaching, R&D projects,
industrial consultancy and management duties and must be
considered while evaluating the annual performance of the faculty.
Every faculty may be encouraged to mentor at least one startup

49. 4. Norms for Faculty Start-ups
1. Role of faculty may vary from being an owner/ direct promoter,
mentor, consultant or as on-board member of the startup.
2. Regular duties of the faculty don’t suffer owing to his/her
involvement in the startup activities.
3. Faculty startup may consist of faculty members alone or with
students or with faculty of other institutes or with alumni or with
other entrepreneurs.

50. 5. Motivation
• Student clubs/ bodies/ departments must be created for organizing
competitions, bootcamps, workshops, awards, etc. These bodies should be
involved in institutional strategy planning to ensure enhancement of the
student’s thinking and responding ability.
• Institutes should start annual ‘INNOVATION & ENTREPRENEURSHIP
AWARD’ to recognize outstanding ideas, successful enterprises and
contributors for promoting innovation and enterprises ecosystem within
the institute.
• For creating awareness among the students, the teaching methods should
include case studies on business failure and real-life experience reports by
startups.
• Innovation champions should be nominated from within the students/
faculty/ staff for each department/ stream of study.

51. 6. Entrepreneurial Impact Assessment
• Monitoring and evaluation of knowledge exchange initiatives,
engagement of all departments and faculty in the entrepreneurial
teaching and learning should be assessed.
• Number of start ups created, support system provided at the
institutional level and satisfaction of participants, new business
relationships created by the institutes should be recorded and used
for impact assessment
• Impact should also be measured for the support system provided by
the institute to the student entrepreneurs, faculty and staff for pre-
incubation, incubation, IPR protection, industry linkages, exposure to
entrepreneurial ecosystem, etc.

52. • Events DON’T BECOME an end goal
• COMMERCIAL success is the ONLY measure in long run
• We @ ADCET
• Burn Sanitizer pad machine
• Foldable helmet
• Smart LED Bulbs
• Medicine drone delivery
• Samruddhi TBI
• Energy generation from waste management
• Smart India Hackathon

53. Thank you