The document discusses how to take innovations to product reality using NAV (Nimbleness, Agility, Velocity) principles. It emphasizes the importance of leadership, having the right team and organization, implementing minimal but effective processes, focusing on the right product based on user needs, effective communication, and passion. It provides examples of how NAV can help accelerate innovation processes and get products to market faster through approaches like rapid development, close feedback loops, and empowering teams. The key is having leadership, teams, and an environment that promotes NAV to help drive innovations to reality.

1. 1
Taking Innovations to Product
Reality Using NAV Principles
Sandhiprakash Bhide, President, Anwaya Consulting LLC
Prior, Director of Innovation/GM/CTO IOT Start-up, Intel.
December 6, 2017
#AdvMfgExpo
Room: 230A, 3:45pm - 4:30pm

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I am going to talk about “Personal Experiences”
of taking Innovation to Product Reality
Source: WikipediaSource:

3. 3 Picture Credit: Center of Excellence

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Source: http://www.propertycasualty360.com/2016/02/29/verisk-ceo-heres-what-it-takes-to-encourage-innova

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Source: WikipediaSource:
Innovation is the application of better solutions
that meet new requirements, unarticulated
needs, or existing market needs.
It is accomplished through more effective
products, processes, services, technologies, or
business models that are readily available
to markets, governments and society.

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Source: Wikipedia
Innovation: Original, more effective and new,
that "breaks into" the market or society.
Mostly involves the practical realization of an
invention (i.e. new and improved ability) to
make a meaningful impact in the market or
society via a range of processes

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Potential IOT End Node for Healthcare
* Images obtained from the Google Search just for illustration

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8
LED Bulb: the New HC Platform
Pre-Configured/Validated/Certified
platform, OS, sensors, drivers,
audio/video/sensor edge processing,
Integrated LED Driver Logic + Comms
+ Analytics + E2E security +
Device/Asset management + Mesh
Network + Apps

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Lot of people have innovative ideas,
to win you want to be there first!
NAV Principle
Nimbleness, Agility, Velocity

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Innovation to Product Reality
1. Leadership
2. Team and Organization
3. Processes
4. Product
5. Communication
6. Passion
7. Services, Technologies, or Biz Models

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Leadership: Innovation to Products
• Show direction: Hold the rudder not the paddle
• Energize/align teams behind a shared vision
• Mobilize teams/resources for agile execution
• Team advocate/growth, partner in tackling
challenges, learn from mistakes
• Front face for Successes: Team, Failures: Leader

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Leadership: Instill Sense of Purpose
• Make sure the team understand the vision/strategy
• Team members present the demos to management
• Celebrate successes at the end of every sprint
• Team has voice/understand the problem statements
• Allow team to come up with the own solutions
• Sense of optimism and intrinsic benefits
• Careful balance of tasks and relationships

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Innovation Process
Three HW platforms: 4 months
Common SW platform: 6 months
Comparable Normal Process
HW: 12-18 months
SW: 24-36 months

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Teams and member selection
are very important

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Charlie Beckwith
Arrived in Vietnam 1965. Given command of Project Delta – Detachment B-52.
Reconnaissance unit was created to collect intelligence along Ho Chi Minh trail. He
fired most of the soldiers in the unit and started recruiting process with a flyer
WANTED: Volunteers for project Delta. Will guarantee
you a medal, a body bag, or both. Requirements: Have
to be volunteer. Had to be in the country for at least six
months. Had to have a CIB (Combat Infantry Badge).
Had to be at least the rank of a Sergeant – otherwise
don’t even come and talk to me
From a book: No Hero by Mark Owen

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Ernest Shackleton
Led three British expeditions to the Antarctic in the 1900’s, reportedly placed an ad in
a London newspaper looking for the same type of man
Men wanted for hazardous journey. Low wages, bitter
cold, long hours of complete darkness. Safe return
doubtful. Honor and Recognition in event of success
From a book: No Hero by Mark Owen

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Nimble Teams
• Right Team with right skills
• Can do attitude/ready to do what’s needed
• Swift and light in movement or action
• Alert to changing marketing conditions
• Rightly sized – not too large/small
• Flat organization

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Agile Teams
• Quick to respond
• Team full trained in agile development process
• Listen, Assess, Prioritize, and Act
• Near real-time development
• Stay in your “three foot world” during the
sprint

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High Velocity Teams
• Minimize distraction, shield engineers
• All efforts pointed in finishing a quality sprint
• If you can, do a round the clock development
• Keep the team fueled – mentally/physically
• No meetings except two 15 min meetings
(morning and evening), no status reports

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Organization
• Core team: GM, HW/SW/Systems/QA
Architects, local + overseas PM, Biz Dev
• Other members: component/board/system or
mechanical and other designer as needed
• No finance person on the team
• Overseas team for execution

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Minimal process to achieve the
end goal

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Right Processes
• Agile: 3-4 weeks for SW/Test development
• Staggered SW and QA/test
• Ownership at the lowest level
• When situation arises, deal with it right away
• Process only if it makes sense
• Any engineers can approach you any time

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Right Processes
• Question anything, but only execution after
decision is made
• No engineers in the blocked state for > 15 min
• No weekly/monthly status reports
• Every morning/evening touch base meeting

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Right product based on user’s
(un)articulated needs

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Effective Product from Innovation
• Engineer “in the wild” to get close to reality
• Understand the User/Usages/UX
• Understand the environment, problems and
enhancements (articulated and unarticulated)
• Close loop often (near real time development)
• Engineers contribute to the solution

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Product
Features and Functionality
Service/Support
CapX and OpX
Environmental Testing
Agency approvals
DF Mfg, service, Support,
Documentation,
Channel/Distribution
Classic: Innovation to Productization
Innovation
Features and Functionality
Feasibility
Proof of the Concept
Understanding user needs
Rapid Development (throw away)
Prototypes or kludge

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Innovation in Innovation
Rapid Innovation
MVP, User Acceptance/UX
Rapid Development with NAV
Pre-FCC, UL/CSA compliance
Robust design: (Component, Logic,
Board, Mechanical, Industrial,
Interfaces, modular), DF for support,
service, manufacturability,
sustainability, scaling
CapX, OpX
Feasibility
Features
Functionality
Product
Features and Functionality
Provide service/support
Final Environmental
Final Agency approvals
Final Business Models
Final documentation,
Set up channel/distribution

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Communication
• Communicate of Vision/Strategy
• Closed Loop Product Feedback system
• Management update/video at every sprint
• One local + one overseas PM
• Early morning/evening 15 min sync-up
• (Re)emphasize the final goal

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PASSION

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Passion
• Knowledgeable people drive the decisions
• Unique balance of task + relationship
• Change the world/planet, altruistic goals
• Optimistic, positive outlook, hopeful, fun
loving, ethical, calm and collected even in
worst situations, healthy attitude
• Here to make a difference, take risks

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Right Leadership, Team, Organization, Processes,
Product, Communication, Passion will lead to NAV
NAV is necessary to lead Innovation to Product Reality

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Thank you
Sandhiprakash (Sandhi) Bhide, President Anwaya Consulting LLC
Email: sandhibhide@gmail.com
Contact for opportunities and consulting
https://www.linkedin.com/in/sandhiprakashbhide/