This document discusses innovation and provides examples. It defines innovation as involving risk-taking, path-breaking, and value creation. Dhirubhai Ambani is provided as an example of an innovative risk-taker. Innovation is described as a joint effort that requires an open culture and employee empowerment. Metrics like scaling up proof-of-concepts are discussed as measures of innovation success. Management of innovation should involve ideation, championing of ideas, and allowing ideators to work on projects. Case studies on challenging conventional wisdom in areas like engineering design and process are also presented.

1. CHALLENGING CONVENTIONAL WISDOM IN
ENGINEERING & CASE-STUDIES ON INNOVATION

2. DIFFERENCE BETWEEN INNOVATION AND
INVENTION
• THIS TWO NOTIONS ARE COMPLEMENTARY BUT DIFFERENT.
• THE ACT OF INVENTION MEANS DESIGN ,CREATE AND BUILD NEW
PRODUCTS OR PROCESSES .INNOVATION STARTS WITH CREATIVE IDEAS
THAT ULTIMATELY ARE TRANSLATED INTO INVENTIONS ,SERVICES AND
METHODS.

3. Definition of Innovation
 Innovation =risk taking +path breaking +value creation
 Innovation is must to outpace and outsmart
 For exponential growth

4. Example
 Dhirubhai Ambani was great risk taker in
polyester ,petrochemical & refinery industries.
 He brought revolution in Textile industries, stock
market and Reliance Industries is one of the
best company in the world.

5. Innovation is a joint effort of all
 Participation in Innovation is everybody’s
responsibility. In this process blind spot can be
eliminated. So employees shall be empowered.
 There should be open culture for innovation.
 Employee to be encouraged for innovation.
Management have to share vision to people.
 This is to be treated as business activities and not
functional activities .
 Execution is very important for any innovative
ideas.

6. Measure of innovation
&ecosystem
 Scaling up is a measure of success from proof
concept.
 Expertise can create new knowledge so three
key word is very important - Expert, scale &
excellence. Invest in quality system

7. EXAMPLE OF LARGE SCALE INNOVATIVE IDEAS
 Crushing and packing factory of parachute coconut oil
in Kerala by Marico
 Harsh Mariwala said they went ahead in spite of knowing
that factory may see trade union movement and stop the
company.
 This was achieved by having innovative ideas –
 Choosing site in remote place
 Engaging employees in entertain/games , activities post
office hours, trust building activities.
 Job rotation activities and they survived for 20 years.
 Forming clubs and inculcating competition among clubs.

8. Brain storming with Innovative
thinker & ecosystem
 Scientists say best way to jiggle the synapses is
to expose your self to people and ideas that
are different, who challenges your way of
thinking.
 Strong Innovation eco system –Academic
Anchors are must.

9. Management of Innovation
• Management of Innovation shall vary depending on sizes of
companies and number of business segments being handled
by companies.
• Innovation cell to be delinked with direct organization
hierarchy to avoid direct interference of immediate superior
who is more interested for day to day task of a particular
project.

10. Process in Management of
Innovation
 The flow of innovation shall be
1. Ideator. Ideator must substantiate his ideas with necessary back up
and analysis.
2. Champion of the relevant subject.
3. Ideally Champion shall be recognized expert in the field with
analytical mind and be able to gauge the merits i.e. benefits vs. return
on investment.
4. Back to ideator stating status of the same.
5. Later on Ideator shall be allowed to work on the ideas along with
designated project manager or project director part time or full time
depending on contribution ideator can provide .
6. The whole process starting from idea with the challenges and
opportunities can be done on line to have better management for a
large organization .

11. Management of Innovation
• Innovation cell some time can seek ideas from
employees across the organization for a potential
problem of a cross functional discipline.
• This is due to the fact that ideas are no body’s monopoly.

12. SEVEN PRINCIPLE AS FOLLOWED BY STEVE JOBS AND MANY
SUCCESSFUL BUSINESS LEADERS AND ENTERPRENEURS.
 PRINCIPLE 1 : DO WHAT YOU LOVE- CAREER
 PRINCIPLE 2 : PUT A DENT IN UNIVERSE- VISION
 EVEN GREATEST INDIAN MONK SWAMI VEVEKA NANDA SPOKE –LEAVE
INDELIBLE MARK IN THE WORLD.
 PRINCIPLE 3 : KICK START YOUR BRAIN-THOUGHTS
 PRINCIPLE 4 : SELL DREAMS AND NOT PRODUCTS-CUSTOMERS
 PRINCIPLE 5 : SAY NO TO 1000 THINGS-DESIGN
 PRINCIPLE 6 : CREATE INSANELY GREAT EXPERIENCE-EXPERIENCE
 PRINCIPLE 7 : MASTER THE MESSAGES. -STORY

13. CHALLENGING CONVENTIONAL WISDOM IN
ENGINEERING –CASE STUDIES.
 Flare design in petrochemical plant is one of the most
challenging tasks and it becomes further challenging if it
handles cryogenic ethane which has B.P minus 89deg cen.
 Flare require to have slope(1 : 500) as per code API 521 to
drive out condensate and only release vented gas for
incineration.

14. CHALLENGING CONVENTIONAL WISDOM –
CASE STUDIES.
 The problem is compounded if flare pipe is planned to route on
existing pipe rack and then travel a distance of 3.5 km before the
same is flared in stack.
 The existing structure was to be raised by 9 meter to have absolute
elevation of 21 meter and then sloping to 13 meter elevation before
this reaches to knock out drum .

15. CHALLENGING CONVENTIONAL WISDOM
IN ENGINEERING –CASE STUDIES.
This design was uneconomical as additional
loading in existing structure was not
acceptable.

16. CHALLENGING CONVENTIONAL WISDOM IN
ENGINEERING –PROCESS ENGINEERING
 The question was asked if 1:500 as prescribed in code is
sacrosanct for all kind of flare’s liquids& vapour or not as
ethane which is relief discharge will remain gas all the
time and then where is the question of draining liquid. So
slope was reduced to 1: 1000 and then to 1:1500.
 Even though complete slope could be avoided
however some slope was retained to take care
unknown factors in case of emergencies.
 This reduced the cost of additional structures .

17. CHALLENGING CONVENTIONAL WISDOM IN
ENGINEERING –CASE STUDIES.-PIPE STRESS
ANALYSIS
 Applicable pipe support span for industrial /refinery piping is till
considered based on old engineering standards when the
calculation was done manually with very high factor of safety
of allowable stress due to non availability of fem application
in calculation through software.
 Today with the advent of well proven software on pipe stress
analysis and as a matter fact when all lines are stress analyzed
, the support span can be increased based on calculation
and hence number of supports and structure can be
reduced.
 This conclusion was based on challenging conventional
wisdom which was being followed for thirty to forty years.

18. Engineering -R&D Related
 Use of digital technology to conduct engineering quiz to
sharpen skills on basics occasionally.
 This is very important for engineering or any kind of business to
keep various connections in our brain firing.
 Many quiz are conducted in RIL to sharpen thinking abilities.

19. Engineering R&D Related
 Basics of rules of nature or laws of science remain same. If we
forget our hard earned education we may not be able to think
further. More over there is a huge connectivity with science
and human life style.
 Economics and human life.
 Science with economics.

20. Innovation in getting
information.
 Reading every day minimum one hour newspaper- editorial
page and related technical journal provide what is presently
happening in industry/country/world.
 This guide the managers which way industries will grow in
future.

21. Case studies -Retail business
 Adoption of online business model.
 This save cost of leasing of Real estate by seller and hiring staff.
 Customers get benefit of saving time and save transport cost.
 Offsite storage of material to be arranged and online business
model.
 Reduces traffic on road so air pollutions are reduced.

22. Case studies - HR
 In todays corporate world most of the
companies are having documented business
ethics to be followed by employees. Same
companies also some time teaches modules of
Management education from big institution .
This education may not or not necessary to
match with companies V&B.

23. Case studies-HR
So this is advisable to customize the
same to suit companies need even if
required change of phonetics to make it
understandable by employees.

24. Case studies-HR
Gender balance in industries
This is highly recommended to have fair
promotion policy of women employees at
par with male employees.
This is also recommended for grooming of
women employees for future directors to be
elevated to the board. This is as per SEBI
policy to reserve certain % position by
women.

25. CASE STUDIES-HR
There is expectation there will be void of
availability of qualified women
employees in the industries for these
positions.

26. CASE STUDIES IN HR
 Discontinuation of Bell curve
 In knowledge based industries where
employees work in project this is advisable to
discontinue Bell curve .This generate more
dissatisfaction among employees as basis of
comparison do not have level playing ground.
This is due to unique ness of each project.

27. CASE STUDIES- HR
 Business transformation vs. organizational cynicism
problem.
 Organization makes lot of changes as business
transformation however organization cynicism
problems are not addressed carefully. This problem
are little bit complex in India as here employees
come from various states, caste ,creed , having
different mother tongue as a result there is cynicism
among employees.

28. Their career growth are not looked in to
fair and transparent way . The
grievances may be even in allotment of
assignment.
The same to be addressed on one to
one basis during the year.
CASE STUDIES- HR

29. CASE STUDIES IN IT
Equipping employees with necessary
computer gadgets
Nowadays many companies are
encouraging employees to listen lecture
from YouTube or may be company
launched audio video channels stuffed
with lectures from external faculties.
This is observed the benefits do not reach
employees as employee sits in the hall.

30. CASE STUDIES-HR
So they should be allowed to use
headphones officially.

31. CASE STUDIES-HR
 Recognition of employees who participate by
providing innovative ideas in central cell.

32. CASE STUDIES-HR
Futuristic strategy for success of managers.
Manager is to be up to date what
happened in the past ,happening at
present and what may happen in future .
As for example globalization /de-
globalization and American president
Donald Trumps policy.
Globalization & de- globalization comes as
day and night in our life.

33. CASE STUDIES-INNOVATION
Starting of Innovation club in the
company. The same to have display of
various success stories with-
proto type model if necessary.
This will motivate employees to
participate.

34. CASE STUDIES-CSR ACTIVITIES
 Building centralized library with hard copy
books. Encouraging employees to read hard
copy books rather than reading from E library.
 One can assimilate more by reading from hard
copy books rather than from e book.

35. CASE STUDIES-CLIMATE CHANGES
 Curbing air pollution of cities.
 This is understood that Automobile industries are
gearing to change their engines to be compliant
with BSVI fuel by April 2020. Accordingly Refineries
to gear up with production of gasoline with RON
91 to 95. So these are opportunities for Refineries-
oil companies.

36. THANK YOU
ANY QUESTIONS?