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After ceding its crown as a global economic giant…

After ceding its crown as a global economic giant…. 900. 800. 700. 600. 500. GDP index (PPP$). 400. 300. 200. 100. 0. 1500. 1600. 1700. 1820. 1870. 1913. 1998. China. India. USA. ( Russia = 100).

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After ceding its crown as a global economic giant…

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  1. After ceding its crown as a global economic giant… 900 800 700 600 500 GDP index (PPP$) 400 300 200 100 0 1500 1600 1700 1820 1870 1913 1998 China India USA (Russia = 100) Source: Deepak Lal, In Praise of Empires: Globalization and Order, Palgrave Macmillan, 2004

  2. …India is attempting to regain it 80000 US GDP 70000 China GDP 60000 India GDP 50000 India GDP + China GDP 40000 Billions of US$ 30000 20000 10000 0 2000 2010 2020 2030 2040 2050 Source: Goldman Sachs

  3. India’s world-class invention capabilities Source: www.isro.org

  4. India’s world-class transformation capabilities Source: http://www.washingtonpost.com/wp-dyn/content/article/2008/06/25/AR2008062500566.html?hpid=entnews Source: http://akgoyal.com/wp-content/uploads/2007/09/india-wins-t20-world-cup.jpg

  5. India’s world-class innovation brokering capabilities Source: www.regalhotel.com Source: www.jobsletter.org.nz Source: http://upload.wikimedia.org/wikipedia/commons/thumb/f/ff/EdictsOfAshoka.jpg/455px-EdictsOfAshoka.jpg Source: cache.eb.com/eb/image?id=74050

  6. Theme India’s core competency lies in transforming and brokeringinnovations for local and global consumption — instead of merely inventing new things just for the sake of inventing them

  7. Agenda • How does the Indian market differ from other emerging markets? • Which Indian organizations are championing innovative best practices? • How do Indian companies exploit technology to drive innovation and sustain growth? • What are the key market opportunities for US vendors in India? • Public policy implications for the US

  8. Agenda • How does the Indian market differ from other emerging markets? Which Indian organizations are championing innovative best practices? How do Indian companies exploit technology to drive innovation and sustain growth? What are the key market opportunities for US vendors in India? Public policy implications for the US

  9. The myth . . . Source: images.barnesandnoble.com/images/14910000/14910017.JPG Source: http://www.people.hbs.edu/tkhanna/Khanna.jpg

  10. The reality . . .

  11. The reality . . . Source: Rama Bijapurkar (http://www.ramabijapurkar.com)

  12. Success criteria for made-in-India innovations: • Simple (hassle-free, intuitive use) • Low-cost • High-volume

  13. Case in point: Nano Sources: http://uberdesi.com/blog/wp-content/uploads/2008/01/nano.jpg and http://imod.co.za/wp-content/uploads/2008/01/tata-nano.jpg

  14. Agenda How does the Indian market differ from other emerging markets? • Which Indian organizations are championing innovative best practices? How do Indian companies exploit technology to drive innovation and sustain growth? What are the key market opportunities for US vendors in India? Public policy implications for the US

  15. S S T T Tata Motors’ Innovation Network

  16. Source:Tata Motors (http://www.tatapeoplescar.com/)

  17. India’s first truly multinational R&D firm: Suzlon Source: www.suzlon.de

  18. India’s national R&D labs now broker global connections CSIR http://www.csir.res.in/ Global partners include:Du Pont, GE, EXXON Mobil

  19. Agenda How does the Indian market differ from other emerging markets? Which Indian organizations are championing innovative best practices? • How do Indian companies exploit technology to drive innovation and sustain growth? What are the key market opportunities for US vendors in India? Public policy implications for the US

  20. At L&T, IT brokers and transforms innovation “When it comes to innovation, I want my IT staff to specialize in just two roles: 1) innovation sourcing (internal and external) and 2) project management (to monetize inventions).” Anantha Sayana Group CIO L&T

  21. S T T Indian tech leaders don’t invent -- but transform and broker innovation . . . globally

  22. ICICI focuses on replicating innovative best practices across its global business network “I consider myself as the chief innovation orchestrator -- tasked with delivering the ‘innovation piece’ wherever it was conceptualized within ICICI’s global network” - Pravir Vohra, group CTO, ICICI

  23. Agenda How does the Indian market differ from other emerging markets? Which Indian organizations are championing innovative best practices? How do Indian companies exploit technology to drive innovation and sustain growth? • What are the key market opportunities for US vendors in India? Public policy implications for the US

  24. India is emerging as a global R&D hub “Top-ranking destination countries by number of research and development projects” Source: IBM-Project Location International (IBM-PLI) Global Investment Locations Database (GILD)

  25. Multinationals expand their R&D presence in India Source: August 3, 2006 “Offshore Product Development Has Arrived” Report

  26. Microsoft’s “Unlimited Potential” program drives social innovation in Indian villages

  27. Cisco has begun to de-Westernize its organization by opening its 2nd headquarters in…Bangalore

  28. Agenda How does the Indian market differ from other emerging markets? Which Indian organizations are championing innovative best practices? How do Indian companies exploit technology to drive innovation and sustain growth? What are the key market opportunities for US vendors in India? • Public policy implications for the US

  29. We are transitioning to a post-American tech economy… • India has fastest IT growth rate compared to other emerging markets – and the US! SAP added 6 new Indian clients every working day!

  30. …characterized by a multipolar tech world order

  31. Nuclear deal will turbocharge US-India Innovation Networks

  32. US-India Innovation Networks will be anchored by region-to-region, not state-to-state-level, cooperation “The role of the economic development practitioners should be to broker innovation networks, connecting inventors, financiers, and transformers to produce results” http://www.bayeconfor.org/media/files/pdf/InnovationDrivenEconomicDevelopmentModel-final.pdf

  33. Summary • Innovation made-in-India must meet the “low-cost/high-volume” criteria. • Indian firms — especially Indian IT leaders — are adept at transformingand brokeringinnovations on a worldwide basis. • US vendors can handsomely profit by serving India’s growing corporate AND social innovation needs . . . • Shunning protectionism, US policy-makers (at the regional level) must learn to broker US-India Innovation Networks

  34. Check out my blog: Made In India(http://discussionleader.hbsp.com/radjou/) Source: (http://discussionleader.hbsp.com/radjou/)

  35. Thank you Navi Radjou nradjou@forrester.com 650.581.3849 www.forrester.com

  36. Selected bibliography • Forthcoming research, “Silicon Valley 3.0” • October 2, 2008, “Microsoft Unleashes India’s Creative Capitalism” • September 9, 2008, “ICICI Banks On Global Innovation Network Success” • June 6, 2008, “Indian CEOs Seek Continuous Business Innovation” • March 6, 2006, “President Bush’s Historic Visit To India Accelerates US–India Tech Cooperation” • November 5, 2005, “How India, China Redefine The Tech World Order”

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