Prof. Mohanbir Sawhney is a McCormick Tribune Professor of Technology at the Kellogg School of Management. Prof. Sawhney is a globally recognized scholar, teacher, consultant and speaker in strategic marketing, innovation and new media. He has been widely recognized as a thought leader. Business Week named him as one of the 25 most influential people in e-Business. He is a Fellow of the World Economic Forum.
Prof. Sawhney holds a Ph.D. in marketing from the Wharton School of the University of Pennsylvania; a Master’s degree in management from IIM Calcutta; and a Bachelor’s degree in Electrical Engineering from IIT Delhi.
Professor Sawhney, you wrote about the concept of different waves of innovation in your recent article in The Hindu. Could you explain the concept to the audience a little bit?
There are really waves of innovation transfer and globalization. In essence, these waves revolve around the cross geographical propagation of innovation and the challenges and opportunities that arise as a consequence.
If you think about how innovation has globalized over time, the first wave of innovation is the idea that the developed markets are the mecca of innovation. Each country evolved its unique capabilities – the Swiss did precision machinery, the Japanese did automotives and consumer electronics, the Koreans did steel and the US did high technology and software.
The model here was that you built the products in your home country and then sold them around the world. This has changed now, while there is globalization in sales, there is also globalization of production, manufacturing and operating processes.
As you get to the emerging markets you would have to de-feature, de-content and strip down your products because affordability is a constraint. The challenge here is that these products are not really designed with a cost structure or appropriate technology in mind for emerging markets. An interesting example of under-design is when the Japanese came to the Indian markets with LCVs (Light Commercial Vehicles) in the 1980s, they simply broke down on the Indian roads because in India, the trucks are overloaded to twice their capacity and run under tough operating conditions.
So, localization and adaptation are some of the challenges of wave one of innovation. I think the epitome of wave one innovation is “Glocal Operations” where companies have global production along with localization – Nissan and Honda are some examples.
While wave one was from developed markets to emerging markets, wave two is from emerging markets to emerging markets. This is when the emerging markets themselves became important and big enough in their own right for you to innovate from scratch for those markets. A great example is Hindustan Lever which over the past 50 years, has built and designed products that don’t exist anywhere else like Rin and Fair&Lovely. Nokia is another example – they have done a lot of local innovation like putting flashlights and radios on phones, multilingual support and building the ultra low cost phone.
What key themes have you noticed in emerging market innovation and what is it that is now leading to the third wave?
Wave three is the realization that is now dawning on these companies that the very constraints that were imposed upon innovation in the emerging market context are now producing some interesting opportunities.
For example – Godrej in India has created a refrigerator called Chotu Cool – a compact refrigerator that costs about $ 10 and does not use electricity. Now, if you look at the US market, how would you market that same product? As a camping refrigerator!
The common themes that I find in the emerging market innovation are ultra affordability, durability owning to tough operating conditions and ecology and alternate power sources.
But, just like you needed an adaptation and translation in the forward flow, you also need translation and adaptation in the reverse flow. So you need adaption so that the refrigerator that works in the Indian village also works at a camp in the US. Another example is about howthe portable ultrasound machine developed by GE for India and China for rural healthcare could also be used for disaster management in developed countries. And if you were to sell the Tata Nano in Western Europe, you’d have to beef it up with additional safety requirements, higher performance and some luxury features.
The third wave of innovation is this enormous opportunity where Indian, Chinese and Brazilian companies can take the benefits of what they have created for the local markets and globalize it.
Do you think this is a limited opportunity for India and other developing countries? You mentioned that for various countries, the innovation position had been moving across the globe, you think the same could happen to India and China?
Clearly, the world is now one market place determined by the competitiveness of the innovation capacity and the cost factor – which is a function of multiple things including the availability of skilled scientific man power, the environment, infrastructure, government funding as well as the mindset and culture of entrepreneurship.
The real question is to know which countries would be able to create the best ingredients for innovation including people, institutions for financing, government support, tax benefits, regulatory changes etc.
It was therefore disappointing for me to note that in a recent study by the World Economic Forum, where they looked at the ease of starting a business and rated various countries, India was at a 138 amongst 150 countries. It is hence the job of the government to figure out as to how to create high quality man power and to ensure availability of quality infrastructure where currently India lags.
Do you see a sense of urgency for this in India?
There is a sense of urgency because there is a constant erosion of the competitive position of any country as costs keep rising. For example, the salaries in the ITES and BPO industries are going up, the attrition is high and at the same time the clients put pressure on the pricing. So, the only way to break through the commoditization or eroding the competitive advantage trap is to go for innovation.
What we observe is that even though Indian companies are doing well, they tend to not go out of their comfort zone. Infosys, Wipro, TCS etc have multiple billion dollars as revenue and some of the brightest minds but they are still largely into the project mind set or people business and have really not gone into the product business. So, I am waiting for the next Google or Microsoft or Yahoo to emerge out of India.
Our emphasis on building products and brands is still not where it needs to be.
On that note, you spoke about the various waves of innovation that India is going through, which industries do you think are best poised to make use of that?
One industry is what we call high value added manufacturing. For instance, in automotive components where India has built a phenomenal hub around Chennai where more than a dozen of world’s major OEMs have their operations. In fact many companies are actually now standardizing their global small car platforms and making India the global hub given the small car expertise and scale that India has.
Similarly in the Pharmacy industry, globally the cost of doing clinical trials and R&D has really escalated and curtailed innovation. However, India has some stellar set ups like Dr. Reddy’s Labs, Ranbaxy and Cadilla. On the flip side, what India needs to stay away from is industries which are purely scale sensitive like LCD screens, batteries or toys and low value added or commodity industries. Because where there is purely a scale game, we can never beat China.
Some of these industries that you mentioned, given the infrastructural climate we have in India and given the limitations, are there some tips which people have used successfully used in overcoming these challenges?
Evidence suggests the geographical proximity of like-minded people or similar players creates a huge competitive advantage – a good example of this is the car industry in Chennai and the IT industry in Bangalore.
Other success factors are investing in original product development and R&D as opposed to simply being the commercialization arm of a western company or investing in pure services and holding themselves to global, not domestic, standards of quality.
The last question would be – for people who want to move back to India to start a business; do you think this is the right time?
This is a great time! In a market that is growing so rapidly, the opportunities are immense. Despite all the entrepreneurial activities that go on in India, there are still some models that have been tried and tested in the US but have still not found deep penetration in India. For example: Groupon or Amazon.
Flipkart is being called the Amazon for India but they have done some interesting adaptation like home delivery of products and also figured out creative ways for people to pay.
So, one idea would be to take products and ideas that have found success here and do some cultural adaptation and transformation – a combination of the first and second wave of innovation.
The other idea is to build products and services specifically for the Indian market from scratch. Where is Indian McDonalds for example?
So there are a lot of opportunities in India – but you have to walk-in with zero arrogance. You have to accept that you as an entrepreneur don’t have all the answers. The India that you came from even five years ago is very different from India today as it is changing very quickly so you have to stay abreast with the dynamics and learn as you go along.