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Design,Innovation &EntrepreneurshipSpecial

Quarterly NewsletterVol. 6July 2016

SERBDIANI

Government of Gujarat

C O N T E N T S

Policy Watch

Numbers Speak

Sectoral Round UP

CII Strides

QuaRter that was

Watch out for

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Disclaimer

Copyright © 2016 Confederation of Indian Industry (CII). All rights reserved.

No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronics, mechanical, photocopying, recording or otherwise) in part of full in any manner whatsoever, or translated into any languages, without the prior written permission of the copyright owner. CII has made every effort to ensure the accuracy of the information and material presented in this document. Nonetheless, all information, estimates and opinions contained in this publication are subject to change without notice, and do not constitute professional advice in any manner. Neither CII nor any of its office bearers or analysts or employees accept or assume any responsibility or liability in respect of the information provided herein. However, any discrepancy, error, etc. found in this publication may please brought to the notice of CII for appropriate correction.

Published by Confederation of Indian Industry (CII), The Mantosh Sondhi Centre; 23, Institutional Area, Lodhi Road, New Delhi-110003, India, Fax:+0124-4014080; Email:knowledgeconomy@cii.in

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Globalization continues to intensify. It is not something new, but every day it is assuming a different meaning. Inspite of the intense nature of

globalization, localized consumer cultures reflecting different lifestyles is also becoming predominant. The emerging consumer cultures are increasingly characterized by lifestyles, traditions and cultures.

If we reflect upon this paradox, one thing becomes very clear that companies need to adapt themselves to a fine balance between both. At the same time, the local consumer

cultures present a unique opportunity for the companies to differentiate themselves in a commoditized market.

The nature of competition has also changed. Today one cannot compete on product features alone. Even if one does, the advantage is not sustainable. Earlier, companies use the reply on the intuition of the CEO and the experience of the R&D Manager for innovation. The responsibility of innovation stood on the shoulders of R&D supported by marketing departments. In today's times it is simply not enough. For companies to maintain their leadership they need to adopt a holistic approach to innovation backed by structured methods.

Innovation as an activity or as a pursuit is not new. It has been happening in various forms for a very long time, perhaps from the time of evolution of mankind. In this quest for innovation, if something has changed then it is how do we manage innovation. Innovation management is a young and a very important discipline for all of us to pursue. Managing innovation means to manage the interfaces on the development path and to reduce the distance between an idea and its implementation.

This is the area where Design and Design Thinking plays a very crucial role. It binds different internal and external stakeholders within an organization towards a common goal of innovation and also unearths new opportunities to be

Design

Hrridaysh DeshpandeDirectorDYPDC School of Design

Design &Make in India

Policy Watch

pursued. Design is a key whether it is to exploit an existing technology or to find meanings of a new technology.

Embracing Design helps companies bring to market, new products more quickly consuming fewer resources, and delivering new solutions that are appreciated by the consumer. The high level of performance in product development allows a company to reduce costs, add a varied product portfolio and respond to changing customer expectations quickly.

The Make in India mission is a pivotal mission. We can achieve the objectives of Make in India mission through a closer coordination between the government policy and the forward-looking private-sector strategies. CII is already catalyzing this and will continue to play an important role in enabling this mission.

In our quest for manufacturing investments we cannot solely rely on technology-intensive industries as they are inherently labor saving which defeats the important purpose of this mission that is to create new jobs. In order to achieve job-creating growth, we will need to place greater emphasis on labor-intensive manufacturing.

We must take proactive steps to connect design with the industry vitality. The seeds are already sown in the form of a National Design Policy. Now it is pertinent to help these sprouts of different initiatives to grow and define India's pre-eminence in the world of brilliant products and services that are sold and traded across the world.

Innovation policies of the Government have consisted of incentivizing investments in science and technology and support to technology transfer. Technology is crucial for national innovation and wealth, but so is design. It is high time that some Government attention is diverted to Design to support companies to better understand the strategic contribution of design for increasing competitiveness.

There are several countries that have embraced design as their future path. Asian economies such as Japan, China, South Korea, Taiwan, Singapore, Thailand and Philippines are leading the wave. Each of them have distinctive policies to support and promote design. In India we too have a National Design Policy. Now it is time to strengthen this policy with increased government impetus and financial support.

Design by itself is a small entity and its stakeholders do not have the resources to create a national impact. Hence Government assistance is essential. It is suggested that a new model be evolved which is centered on Government – pull and the design stakeholder – push. The Government could initiate funding backed programs, which thereon are carried forward by Design stakeholders.

The labor-intensive manufacturing and the new product development are at the cornerstone to achieve the goals of Make in India mission through Design. Considering that

Design is the major driver for growth and competitiveness, a special tax incentive for manufacturing companies using design is proposed.

There is an urgent need for the government to introduce an incentive scheme with a view to attracting manufacturing industry to increase their investment in design. As a first step, allowing companies to enjoy tax deduction on their relevant design expenditure would be a feasible option. The tax incentive should apply to companies of all sectors which undertake in-house design activities or out-sourced design services.

It is suggested that a parliamentary panel be constituted under the leadership of a pragmatic, progressive Member of Parliament with an objective to identify how best to strengthen the relationship between businesses - particularly SMEs - and design. The National Design Policy can become the basis for such a panel. Such an initiative will go a long way to establish steps that the Government and Design Stakeholders should take to ensure that Indian businesses and society harness the power of design.

We must make design and our designers the centerpiece of the India brand. We urge the Government to set the stage for creating a new Indian story based around the design as its protagonist.

The Startup landscape in India has evolved significantly in the last few years and it is important to analyze trends in the Startup segment from a

practitioner, customer, investor and regulator perspective. There are five key changes in the last few years which have driven innovation in startup segment so far and it is the point of inflection for innovation in India.

• The first change is the shift in market dynamics in India. The new age Statrt Ups design ground up for Indian markets and are green field ventures. They are no longer a tweak on an existing design of the developed world but a new India centric design. This is driven by the fact that India is now a significant market for consumption, in addition to being a leading supplier of talent for global markets.

Vijaya Kumar Ivaturi&Co-founder CTO

Crayon Data

A Journey ofAspirations –Startups in India

Innovation &entrepreneurship

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• The second change is related to technology. In the era of internet platforms such as Amazon, there are few upfront IT costs to start a venture. With the proliferation of laptops, tablets, mobiles and broadband access, it is much quicker for an entrepreneur to get started than in the earlier decades, and that too without a latency for IT setup.

• The third change, a significant one, perhaps is a shift in the social perception. A Start Up career is now an acceptable career choice in India and is not limited to the traditional rich or the mavericks. This is perhaps the biggest factor for the changing innovation landscape in India with the influx of young entrepreurs with high energy and zeal.

• The fourth change is the availability of Angel and venture funds in India. While they were present earlier as well, now there is an influx of both new funds as well as mentors who have experience in business functions of different Industries and are not limited to finance professionals. This results in the financing ability at an early stage of ideation and lends support to the idea to turn it into a scalable business. There are many incubation programmes for Start Ups in India and they offer both patient and smart capital along with mentors to guide the journey.

• The fifth change is the impact of globalization on the connections in the ecosystem. Almost every new Start Up in India is a cross border Start Up either in terms of a customer segment; development centre presence; investor group or strategic alliances. It is more an exception than a rule to have an only India connected Start Up.

This new Start Up revolution that is taking place in India has some key features. Some of these from a Start Up sector perspective are outlined here.

• India and Bharat - Many Start Up solutions focus on Bharat and not just urban India as a market. (India rural and urban poor are significant segments for volume).

• Last Mile - Many new age solutions address the last mile problem with low cost or frugal engineering solutions.

• Content - Traction is building up for Indian language content and the high mobile penetration in rural India is forcing many local players to support native language interfaces for their consumers.

• Government - Many solutions are built around key Government programmes. (UID, NPCI etc.). In fact, the Government has emerged as a major driver for new opportunties for Indian focused Start Ups in areas such as e-governance, mobile payments, smart cities, e-learning, civic solutions, smart grids and farm to fork integration.

• Local Communities - India Cluster specific solutions are getting popular (Homogenous crowd).

• Funding- Social impact funds are gaining traction and are involved in the field. Most funds are in the areas of public health, sanitation, education, agriculture and urban poor solutions. They demand the same level of rigor and discipline from a Start Up but give a much longer time frame to deliver both financial and social impact.

As it is true for any ecosystem, the Indian ecosystem too comes with its own set of challenges. There are some critical factors which make solution engineering remarkably different from those designed for developed markets.

• Network Access- The data rate is still lower and error prone. Hence solutions need to take care of slow and intermittent connections.

• Power - Most solutions built for the rural users, assume a 15 day power cycle for charging. As most end points are delivered based on the smart phone penetration in rural India, the charging cycle makes or breaks the system of delivery. Ingenious solutions built around solar or wind power to charge the elcetronics and blended use of existing equipment in rural households is one of the hallmarks of local innovation systems.

• Skill Sets–There is a lack of skills for interface design for new products. Complex solutions built on foundation layers are therefore difficult to engineer in India. For a long time, we have been given the requirements of the Western markets to build solutions for. We have perhaps modified some of the developed world solutions to make them work for India. With a ground-up design approach, much of the front end design and engineering fall under the local team's scope. This is where our knowledge gaps in understanding the preferences of the local people and a user centric design approach come to light, demanding an India design ethos for these diverse user groups.

• Buyers– A classical Indian buyer mindset is to buy only when it solves a real and urgent issue. As an economy built on scarcity there is preference for utility or functional value over performance or desirability dimension. It is therefore important to anchor the solution in the context of current challenges while pushing for a shift in user adoption or behaviour.

• Investor - The scale of investment in Angel funding, while it has definitely improved in recent times, is still lower than that in the Valley. The exit market dynamics is still not mature in terms of value and quality. There is no dearth of capital but the investable quality of Start Ups is still nascent and early stage investors are in the process of learning the difference between money

Policy Watch

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lending in a traditional way of providing loans versus investing with a risk capital mindset.

• Branding - Dependence on big names for global branding. There are very few product brands from India which command global recognition and respect. The Indian brand story for high tech products on the global platform is still emerging. It is true that most of the iconic brands in the world have an Indian contribution in someway, but the lack of end user brand value for Indian products is a challenge.

Information technology industry is a case in point. The Start Up ecosystem thrives on the unbundling of layers in the design of systems and innovation kickstarts when different layers in the technology stack unbundle.

The advances in tactile technologies covering touch and gesture took the user experience to a different level of interaction intimacy bringing with it a sense based appeal. This brought many right brain oriented artists to the realm of Big Data solutions to collaborate with the left-brain focused Computer and Data Scientists. In fact, many present solutions are experience led designs rather than computation led designs. This is one of the main reasons for consumerization of enterprise IT systems where the device led experience of the business users is driving the design changes in the backend systems running either on corporate servers or on cloud systems.

Visual design in Big Data systems has undergone significant transformation in the recent years. It is mainly driven by the emergence of tactile interfaces in UI and the trends in Information Systems design architecture. The rise of mobile first designs helped fuse these two axes, driving a new paradigm when it comes to the integration of data and experience.

The emergence of cross domain skills for the new age opportunities is a welcome change but it results in the skill gaps as most of our academic learning systems are unidimensional and classroom oriented. The demand for both field experience and theortical rigour is one of the reasons why the new age firms find it difficult to recruit at scale.

While it is good to follow some Indian success stories in the recent times, it is worthwhile paying attention to where we differ from developed market systems, and this drives many of our local design choices.

• Lack of sectoral depth in the market as the top 2 or 3 companies in a sector dominate the field and the quality of the business in terms of revenue quality, governance and product offering drops dramatically beyond the key players.

• Bias towards size or volume as we are primarily a scale driven economy where being big is more valuable than being better.

• Functional view rather than performance view is our pre dominant mindset and we pay more for features than for performance.

• Underdeveloped in refinement and advancement, in choice and taste. As utility dominates our thinking preference, our tastes are not well developed for non-functional aspects of the system.

• Community based conformance in business and social practices. Social practice driven by local community has an unusually strong influence on our business methods.

• Trust in a person is more important than trust in the system. This is a unique feature of any developing market where system level trust is absent or minimal.

• Living with chaos and vagueness everyday; The life in personal space is full of chaos while the life at work is more defined. This paradox is amusing for any visitor to India. You may write kernel software in your work place, but you will still run for a water tanker or cooking oil at home. In other words, basic living consumes a lot of time.

• We are a more duty based society than a rights based society and this drives a lot of our work-life balance decisions.

There are many other shifts in the innovation ecosystem today. One of them is the emergence of social science as a critical input to the design of many next generation technology based solutions. This is a move towards cross discipline opportunities which is driving unique and engaging collaborations across sectors, regions and subjects.

The focus on inclusive growth initiatives and the rise of social impact ventures is adding impetus to the current innovation drivers. It is the beginning of an innovation driven economy in India and an opportunity to think fresh, fast and big for the new normal for nation building.

I n n o v a t i o n i s t h e s p e c i fi c i n s t r u m e n t o f entrepreneurship. The act that endows resources with a new capacity to create wealth.

Peter F. Drucker (1909–2005), Author and Management Consultant Entrepreneurs determine the economic and the social fabric of nations by creating wealth and employment, offering products and services and

Sriram SubramanyaCo-Founder, Managing Director& CEO, Integra Software ServicesPvt. Ltd.

Innovation &EntrepreneurshipDevelopment in India

Policy Watch

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generating taxes for Governments. Entrepreneurship as a growth engine has closely been linked to economic growth. Entrepreneurs convert ideas into economic opportunities through innovations which are considered to be a major source of competitiveness in an increasingly globalizing world economy.

It is observed that entrepreneurship prevalence rates are highest in the 25-34 age group and with a young population in India where 63% of the Indian population is in the age group of 15-59 years, it is a big strategic advantage that India has over many developing countries and this is proving to be a great differentiator for us. With this kind of advantage, if the right conditions for entrepreneurship and innovation are created, India can be the world's largest economy by 2050.

A spider diagram created by the World Economic Forum indicating a nation's Global Competitiveness across 12 pillars reveals that in India Innovation ranks lowest next only to technological readiness while India also has the largest market size.

After five years of (economic) decline, India jumped 16 ranks to 55th place. This dramatic reversal is largely attributable to the momentum created by the election of Mr. Narendra Modi as the Prime Minister, whose pro-business, pro-growth, and anti-corruption stance has improved the business community's sentiment towards the Government. Areas such as technological readiness still deserve more attention. India continues to be amongst the digitally least connected countries in the world (120th, up one). Fewer than one in five Indians access the Internet on a regular basis, and fewer than two in five are estimated to own even a basic cell phone.

The basic education system is still too focused on grades and careers and is not oriented towards innovation and entrepreneurship. While industry craves solutions to their

problems, the academic institutions are generally too busy performing routine academic exercises, churning out educated manpower that is often ill suited to either innovative industries or entrepreneurship. This is very evident from the fact that our educational institutions are yet to be ranked among the Top 100 in the world. This of course has a lot to do with the extent of world class research emanating from our universities and its impact on the Global minds. There may, however, be few exceptions to this general view.

The linkages between industry, especially medium and small-scale enterprises and R&D or academic institutions are weak. Industry requires proven technologies, but institutions can only offer technologies at considerably earlier stages (i.e., at mostly a laboratory or pilot scale), meaning there is still much work to be done to bring technologies to market. There is also considerably less funding and mentorship support available from the private sector. There is no easy exchange of manpower between the industry and academia or R&D institutions, which limits their capacity for mutual understanding and technology transfer.

The fact also remains that Indian entrepreneurs often seek established technology as a basis for starting their business. Often they import an existing technology in the West and distribute it in India. They are hesitant to take on innovative ideas because of the risks involved, including the low availability and high cost of funds that often arrive too late. As a result, they look for minimum risk and quick returns. The potentially higher returns from innovation take time to realize, and not enough entrepreneurs are willing (or able) to accept the risks.

According to the "Report of the Committee on Angel Investment & Early Stage Venture Capital" (Planning Commission, 2012), despite 100 angel networks operating in India (e.g., Indian Angel Network; Chennai Angels), only tens of deals are made each year. For such a populous country as ours, this magnitude of deals is very low compared to the numbers from other countries and they certainly fall short of India's requirements. The report also indicates low levels of early-stage venture capital investment: around USD 240 million per year. And, here too, there are only few hundred deals per year. Indian angels are constrained by regulations that make investments and exit cumbersome (Planning Commission, 2012).

According to the Global Innovation Index (WIPO, 2014), India ranks 76th among the 143 countries surveyed, having fallen 10 positions since the last report and having fallen relative to other BRIC economies. A smaller slide of one position down the rankings of the Global Competitive Index leaves India in the 60th position amongst 148 countries (Schwab, 2013).

Courtesy : Competitiveness Index, World Economic Forum,India Data across 12 Competitiveness Pillars

1st pillar:Institutions

2nd pillar:Infrastructure

3rd pillar:Macroeconomic

environment

4th pillar: Healthand primaryeducation

5th pillar: Highereducation and

training

6th pillar: Goodsmarket efficiency

7th pillar: Labourmarket efficiency

8th pillar: Financial market

development

9th pillar: Technological

readiness

10th pillar: Market size

11th pillar: Business

sophistication

12th pillar: Innovation 7

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In India, the innovation ecosystem includes individual innovators and entrepreneurs; mentors; government policies; angel, venture capital, institutional, and industrial funding mechanisms, intellectual property rights mechanisms; technology transfer mechanisms; market inputs; and incentives, awards and other innovation-recognition mechanisms, among others. Ideally, these various structures and mechanisms facilitate the smooth translation of innovations through the various segments of a complex innovation chain that takes ideas from "mind to market".

India's current national innovation system is vast and complex comprising of knowledge producers such as science and technology institutions, academia, and innovating individuals and knowledge users (e.g., industry-production/services in the public and private sectors). Councils and research structures, such as CSIR, ICAR, ICMR and DRDO, that operate under various ministries cater to different research areas distributed across the country.

A number of other publicly funded institutions undertake research and technology development for industries such as steel, oil and natural gas, renewable energy, coal, textiles, railways, road transport, electronics and communication, environment and forests, irrigation, amongst others. There are also over 1200 privately or state-funded Scientific and Industrial Research Organizations.

Among the many policy initiatives for Innovation in India, an important and interesting Policy on “Risk Taking” is also adequately addressing the inherent risk in innovation. To this extent the Policy sates as follows “The policy accepts risk as an integral part of a vibrant innovation system. The policy emphasizes risk sharing by the government, which is slated to "significantly increase private sector investment in R&D and technology development" and "new financing mechanisms would be created for investing in enterprises without fear of failure" (Ministry of Science and Technology, 2013).

India's greatest asset by far, its people, have already demonstrated an aptitude for successful global competitiveness by building world-leading companies. With the broad-based fundamental conditions for national competitiveness now falling into place, they could soon be joined by a new generation.

The people of India, especially the young, crave employment. There is a realization that, "to sustain rapid growth and alleviate poverty, India needs to aggressively harness its innovative potential, relying on innovation-led, rapid, and inclusive growth to achieve economic and social transformation" (Dutz, 2007). The innovative potential of the young Indian population, if supported through an effective innovation ecosystem, holds potential for developing entrepreneurship and providing the growth and job opportunities that India needs.

India is beginning to make a mark in the global Innovation map and has been instrumental in bringing out path breaking innovations both in Ground – Zero and in the Deep Space, actually quite literally. From Tata Nano, the world's most economical car on the road, to the Chandrayan, the world's most economical rocket that is now orbiting Mars– just demonstrates the enormous innovation and prudence that have gone into these mega projects that show-cased India's Innovation prowess to the world.

Innovation and entrepreneurship taking place in the Education Space in India is humungous. Young technology entrepreneurs straight out of college often believe that they have not gained enough from their academic programs due to sub optimal teaching. Many have incubated technology powered businesses that can transform teaching in India and provide students an engaging learning experience.

The growth of the IT and ITES Industry in India is yet another example of Entrepreneurial and Innovative thinking that was instrumental in creating the now famed 300 million strong Indian middle-class. IT and ITES was originally built on a cost-arbitrage plank moving on to a transformational plank; today it is an inspirational example of entrepreneurship and innovation mindset.

But more needs to be done. We are yet to have in India our versions of Apple, Google, Microsoft, Rolls Royce, Mckinsey, Sony, Boeing, Airbus and similar such innovative minded global brands, each specialist in their own fields. The reasons are plenty, right from colonial inheritance, to the Education system, cultural past and many more. We have long been a destination for other countries to sell their goods and services and have their manufacturing needs met out of here. But then we have also been a closed economy relying heavily on central planning and restricted imports till 1991 when Economic liberalization programs brought back global opportunities and from then gradual opening of markets to global competition forced Indian companies to become innovative, adapt scientific methods and global thinking to compete with the foreign brands in the domestic markets.

We are still a nation of consumers and consume every bit of products and services thrown at us from the Western world and this has incidentally created a population pool that not only wants more and better and faster, but now is beginning to create products and services for the Indian consumer based on their consumer experience. An Amazon has helped create a Flipkart, Uber has inspired an Ola, Walmart has inspired a Reliance, More and Spencers, HaagenDaz has inspired an iBaco, Best buy has inspired a Croma and similar such for the Indian consumers and perhaps to the Indian Sub-continent.

The government of India has taken many initiatives towards strengthening the innovation ecosystem, the

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most important of which are: i) the establishment of the National Innovation Council, whose mandate is to coordinate various innovation-related activities and ii) the new Science, Technology and Innovation Policy 2013, which is intended to promote entrepreneurship and science-led solutions for sustainable and inclusive growth.

The India Inclusive Innovation Fund is designed to "combine innovation and dynamism of enterprises to solve the problems of the bottom of the pyramid in India" (National Innovation Council, 2014). The initial investment of INR 500 crores (approximately $83 million USD) is slated to expand 10 times. The government will contribute 20% of the fund, and the rest will come from financial institutions, insurance companies, multilateral/bilateral development agencies and Indian and global corporations. The life of the fund is nine years, and it will focus on healthcare, food and nutrition, agriculture, education energy, financial inclusion and environment technology, among other areas.

Here is a visual from Annual Global Innovation Index survey from Global Innovation Index is co-published by Cornell University, INSEAD, and the World Intellectual Property Organization (WIPO, an agency of the United Nations) has chosen India as an example of an innovation achiever in Central and Southern Asia in the group of lower-middle-income countries.

India has a large, demographically diverse population, with many young people seeking employment. The country is on a path to growth, but the rate of growth has been slow. There has been a substantial thrust toward science, technology, and innovation in past 20 years, and many

initiatives have been undertaken in that direction. However, the investments in science, technology and innovation are not yet translating into the desired reality. Realizing that the innovation-led entrepreneurship development holds promise for growth, the government has taken major policy initiatives with a strong innovation agenda.

Bibliography

1. The Government of India's Role in Promoting Innovat ion th rough Po l i cy In i t i a t ives fo r Entrepreneurship Development – Ravindra Abayankar

2. Dutz, M. A. 2007. Unleashing India's Innovation: Towards Sustainable and Inclusive Growth. Washington, DC: The World Bank.

3. www.Globalinnovationindex.org

4. www.makeinindia.com

5. http://www.indiainnovates.in/index.aspx

Policy Watch

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Design is extremely important for the future of our nation. Design contributes significantly to our culture, environment and economy.

The India Design Report brought out by Confederation of Indian Industry, hopes to highlight the growing economic value of this dynamic sector, and its increased relevance to companies from all industries–whether consumer, retail, services, manufacturing, real estate, utilities or more. It also seeks to capture the emerging nature of design as a profession in India today.

This report presents the results of an in-depth online survey conducted between January and April 2014 and later during September and October 2015 to gain qualitative and quantitative insights into the Indian design industry. Responses were solicited by emailing invitations to CII's database of design professionals and posting survey links on different Facebook groups of designers.

There were multiple questionnaires, tailored to the following respondent types:

• Design Business (design entrepreneurs who have started their own design studios)

• Businesses Using Design (a team located within a manufacturing/services company)

• Design Education (administrative members of design schools)

• Geographical Spread: India's design hubs are clustered around its largest commercial cities : Mumbai, New Delhi & NCR and Bengaluru. Equally, Pune and Ahmedabad are important design hubs. These cities are home to a large number of freelance designers as well as design businesses who have established independent studios. The design revolution is fast spreading to smaller towns as well.

• Disciplines: The most popular disciplines for young design practitioners include Visual Communications Design, Product/Industrial Design and New Media Design. Most designers surveyed worked in the area of communications or product/industrial design (60% and 61%respectively). Most in-house design teams or design businesses are multi-disciplinary in nature.

Design

Key Survey Findings

Design – A Growing Economic Sector

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Numbers Speak

Courses in Interaction Design (design of interactions between humans and computers) and other emerging design disciplines are increasingly gaining popularity.

• Industries Served: Manufacturing industry is the biggest design user, closely followed by consumer goods and retail. Several of India's best-known companies are investing significantly in design.

• Businesses Using Design: Businesses using design are very optimistic of the role of design in their respective enterprises. Most of them have in-house design teams and also work with external design agencies. The role of design in these organizations is moving from being an aesthetic driven activity to becoming a strategy tool.

• Design Entrepreneurship: The survey saw large participation from independent design businesses and freelancers. These young, dynamic firms often work with companies much larger than themselves, driving design and innovation. 54% of design businesses reported annual revenues between Rs 10 lakhs to Rs 5 crores and 53% of design entrepreneurs work for clients outside India.

• Growth Prospects: Respondents are uniformly optimistic about the future, with an overwhelming majority of respondents saying that average project value, number of clients and financial performance have increased over the previous year. Nearly all are likely to hire new staff. Most businesses using design have expressed that in the coming years they will be increasing the budget for design and hiring new talent as well.

• Education and Training: Design is becoming a much sought after profession. The number of design institutions has grown tremendously over the past few years and continues to grow. The design education institutes have reported that they expect to see a growth in enrolments. It is still a very disorganized sector and definition of design in the name of the course could be questionable in many cases.

• Government Support: The National Institute of Design has been declared as an institution of national importance by the Government of India by virtue of National Institute of Design Act, 2013. This is a significant recognition of design by the Government of India. The Government's own usage of design has increased as demonstrated by some important projects listed in this report. The government-backed MSME Design Clinic scheme is another innovative, new public-private partnership scheme that is helpful in spreading awareness of design to small enterprises.

Despite all the opportunities that the design industry is throwing open, it faces a set of its own challenges.These include:

• Limited awareness of the value of design amongst Indian industry,

• Intellectual property infringement

• Quality of design education

• An extremely fragmented sector, composed of hundreds of small enterprises

• Scalability, which is vital for greater visibility and impact, remains a challenge to be dealt with

The CII India Design Report, 2015 has demonstrated that the overall design scenario in India is very positive. Many companies are using design, the number of design consultancies has grown and number of design schools multiplied. Many companies are seeking to use design and design thinking strategically. Design capability and excellence is not an issue. India is brimming with it. What is needed is to channelize this extraordinary resource in meeting national goals. It is in this positive environment that the next agenda needs to be set.

The Governments in European Union Nations and several Asian countries have understood the importance of design. They have adopted several programmes of design support. The Government of India could take a cue from these immensely successful initiatives and integrate design in its mission and objectives such as Make in India, Digital India and Smart Cities.

The Hon’ble Prime Minister of India, Shri Narendra Modi said in his speech during the launch of Digital India Week “Make in India is important but Design in India is equally important”. Though this statement was made in the specific context of Digital India, it really reverberates in all sectors.

The objectives of the national design policy could only be met through equal contribution of business, design profession and the government. An effective working relationship between the government and the design stakeholders is critical for the success of establishment of design at the core of national development. Design by itself is a small entity with its stakeholders having little resources to create national impact. Government assistance thus becomes essential. A new model centered on Government—pull, and the design stakeholder — push could be a solution. The Government could initiate funding backed programmes, which can be carried forward by Design stakeholders. The India Design Council can steward this process.

The Confederation of Indian Industry, which has incessantly worked to promote design over the last 15 years, could provide the organizational and promotional support. Enabled through Government assistance, under the aegis of the India Design Council, CII would help in establishing and enabling of design infrastructure and strategies.

Design - The Next Agenda

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While entrepreneurship and start-ups may be generally understood as scouting for angel

investments and going through multiple rounds of funding, a recent CII Survey conducted has yielded surprising results. Out of the 132 start-ups surveyed, a record 100% reported seeking mentoring support in one form or the other as the most critical input for their entrepreneurial journey. 102 out of the total start-ups surveyed saw funding as another crucial ingredient and 69 start ups (52%) or half reported seeking industry procurement connect.

The data provides insights into the start-up space where young, tech-savvy, ambitious Indians having entrepreneurial dreams are feeling the sheer need of having some kind of continuous mentoring. The demographic profile of these founders varies from college students to university professors to researchers working in government and private labs to professionals making their second innings, to early stage start-ups to entrepreneurs in semi-rural areas.

These entrepreneurs and would-be entrepreneurs are actively looking to get connected with experienced industry professionals or senior serial entrepreneurs to help them increase the chances of success of the business venture. Entrepreneurs reported that they needed guidance from an experienced hand who could mentor them on various aspects such as developing the business plan, understanding the market, creating a team, marketing the product or service, fund raising, supply chain and logistics, etc.

However, when asked if they could specify who they would like to be mentored by, most respondents could not state in clear terms who their potential mentor could be. This highlights the current scenario that is characterised by a yawning gap between the start-up and the mentorship ecosystem that needs to be filled. It is the identification of this potential mentor that can make a significant difference to the very first step towards entrepreneurship.

Approaching this domain with half-baked information or too much but unstructured information is akin to trying to navigate a dark wood with no source of light.

A Start-up Ecosystem comprises entrepreneurs, different kinds of financial and non-financial support such as debt finance, equity investments and grants, and non-financial support including incubation, acceleration support, mentoring and technical experts. It also includes government policies and programmes relevant to start-ups, academia and other organisations and firms that in different ways interact with or support start-ups. (Sonne, Lina. (2015). A Snapshot of India's Start-Up Ecosystem. CII and Okapi).

Having the right mentor with rich and diverse entrepreneurial experience and a perspective informed by it has its own unique advantages. The mentor can, not only help the mentee unknot the complexities of “starting-up”, but unlike an incubator or accelerator, also advise them on forging the right work-life balance. A mentor is someone who brings with them that human element that can both help identify as well as overcome the pain-points entrepreneurs may face. These could range from navigating the bureaucratic red tape of incorporating a company and getting licences and registration certificates, go-to market strategy, scaling up or entering new geographic areas, building a brand to creating a team and planning for growth.

Given this need, the incubators and accelerators are increasingly tying up with mentors too. According to a Nasscom report on digital start-ups, of the approximately 110 incubators and accelerators about 90 incubators are supported by the Department for Science and Technology (DST). Many of them have seed funds, tie-ups with technical services, as well as mentors. An interesting recent incubator initiative is the incubator Zone Startups hosted at the Bombay Stock Exchange giving in cubatees an easy access to good quality mentors.

A significant advantage of mentoring is that a mentor brings on board not just his time, skills and wisdom but also leverages the strength of his network of business associates and professionals across different domains. Another invaluable stratum of support often comprises guidance on government policies, IP & trademarks, legal and regulatory processes, partnerships, among others.

Innovation &entrepreneurship

140

120 

100

80

60

40

20

0

Num

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Total Startup132 Mentoring132

Funding 102

Industry Procurement69

Results of CII Startups Survey

Making a case for Mentoring

Numbers Speak

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National Design Policy is a key enabler and contributor to the design movement in the country. We have come a long way, but still have

a long way to go before we become a 'design enabled' India. 'Now' is the time to take the quantum leap. Initiatives like 'Make in India' has got the world looking at India seriously. With investments flowing in, it is important to make sure that we become a creative manufacturer rather than a factory to the world. Value addition through Design is the only way. Initiatives like skill development, empowerment of SME’s has gained

Design-The key enabler inNational development

momentum in the last few years and if this is taken to the next level, we will surely head towards the direction of being one amongst the best, in terms of design leadership.

I believe the three key focus areas which will catapult India to the next realm of design are : Democratisation of Design, Convergence of Design and Technology, and Sustainable Design.

Design for everyone, through ‘affordable design for the masses’ is to really democratise the power of design and transform the life of a common man. It is when design really moves beyond the ‘aesthetics’ and ‘functional’ to the arena of ‘experience’ the true worth of design is felt. And this can be achieved through the fusion of design with technology. Sustainable design is perhaps the most important facet of design today to build a better future.

In order to build a design enabled India there is a need for creative leadership in Government, Industry, Policy Makers and Education Institutions. Public spaces, infrastructure and mobility all these beg for design thinking & solutions. Creation of national level design consciousness will help in ensuring integration of design in the planning process for national development. Good design leads to economic progress.

AVP & Head Design & InnovationTitan Company Limited

Revathi Kant

Design

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Sonia ManchandaFounder & Creative ChiefSPREAD

Designing India-A wider view of design

It's not enough to make design intrinsic to manufacturing or to believe that we must design in India and make for the world. When what we collectively should really be

aspiring for and working tirelessly at is “Designing India”.

The Government, its Ministries and functionaries, the States and industry, the people and more - an open, progressive and creative partnership is needed, for the massive task of Designing India, for its next generation of growth, for its young population, while also demonstrating India's unique evolution as an independent nation, to the world.

This incredibly wide and amazing opportunity can be embraced by design. Only by bringing design to stage zero, to create a wider, more expansive view, where people are not a constraint, but the driving force; and a deep understanding of their needs and aspirations takes center stage. Design can then be the catalyst – to imagine future possibilities while grappling with complexity, celebrating diversity while integrating multiple perspectives, resolving conflicts beautifully to develop powerful strategies and scenarios.

User centered design thinking has to be core to policy development, planning new cities and to all thinking, be it with regard to emerging cultures or to the future of agriculture.

Just an example – Denmark innovates across agencies and has set up what they call 'Mind Lab' to innovate and collaborate across agencies and industry.

Design is functionality and aesthetics in the context of products or product design but that's not all it is – it is sustainable strategies and business models that benefit the environment, the user, the manufacturer and ultimately the nation. Design is infrastructure, interiors and spaces with craft and aesthetics integrated but before that it has to be experiences that we conceptualize, for people, giving heed to their many different needs and challenges and thinking of designing/redesigning behaviours.

Design is brand, communication and connection – but before that it is the design of strategy, of a plan and of movements that are self sustainable, that create the right churn, to transform people and the nation altogether.

Design is not packaging, it is mindfulness, it is the soul that becomes manifested as mind and body. We really must unlock our understanding of design to unleash our immense potential as a nation. Our deep roots need new seeds of ideas with a lot of sunshine and nurturing. For this, we will have to let go of a narrow view of design.

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Not too long ago, we had just one premier institution of design (NID) in India and very little understanding of the application or the immense potential of this strange discipline and practice. One that bridges science and art, functionality and aesthetics, thought and craft. I had the privilege to live, learn and grow at the National Institute of Design, where progressive inclusive thinking and the conceptualization of sustainable strategies were given as much weightage as skill and craft. Rootedness and heritage were as important as integration and competitiveness within the global context. While I specialized in Visual Communications and also learnt the art of film-making - I quite naturally developed a wider view of design. Imbibed mostly in the foundation year while learning about the design process, I became very excited about the possibility of transformation offered by design, a clearly holistic view vs a reductionist approach.

As a practitioner, over the years, I have witnessed a silent and slow spread of the idea of design in our nation. In the last three to five years, we have 'more' design. More institutions, more design practitioners, more design students, design integrated as a department at premier institutes, many more large corporations familiar with the notion of design thinking and more visibility through design events.

I would like to argue that more than 'more design', we must have more mindfulness of design. As design's chances of success grow exponentially when it is deployed first as a way of understanding and thinking as well as a method and strategy before it is employed as a skill and craft.

In the here and now, some creative leaders have integrated design within business for scale and impact and are reaping the benefits, some visionaries in the public space have begun to think in a user centric way. However, in our sovereign, socialist, secular, democratic republic, when we take a look around, clearly there are enough remaining challenges and opportunities!

To apply design to a very wide set of problems and contexts, we need to make a fundamental shift and bring design to the center, thinking around people, creating new possibilities, expanding the potential for both purpose and profit while Designing India.

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Today 'Innovation' is a much used and abused term, being applied to every small incremental feature or evolutionary design tweak that is made. In reality

revolutionary innovation is more elusive and needs sustained commitment to get people and systems to deliver on a regular basis. And a compelling innovation is in fact a new method or an idea that is substantially transformative in every way…technology, use, appeal, endurance, reach, value and scalability!

There is an established myth that outsiders such as management consultants, 'rock-star'designers, executive coaches and the like are essential to kick-start innovation within organisations. Though these professionals may help initiate or catalyze the process by bringing a fresh perspective, a lasting competency to innovate needs to emerge from within. Ultimately, innovation practices are not knee-jerk responses to crises but an established way of doing things across the board and for the long-term.

Some of the key attributes of an innovation-ecosystem are:

Intent

Innovation only comes to those who really want it bad enough and those who get to the core of what's preventing great ideas from emerging. Very often the root cause of poor outcomes lies beyond R&D departments; in corporate policies, investment priorities, fear of failure, poorly designed incentives and organizational structures. An honest assessment of what's stifling new ideas is a great place to begin. Optimism, defining a common purpose and setting achievable goals help create the right state of mind, define intent and embark upon a future trajectory.

Culture

Taking inspiration from “The Cultural Lives of Whales and Dolphins” by Hal Whitehead of Dalhousie University, Nova Scotia, as well as Luke Rendell of the University of St Andrews, Scotland, we can extend the five distinctive features of 'Culture' to define what sustains a creative environment:

1. A characteristic Technology or the ability to assimilate new technology seamlessly

2. Teaching and Learning to ensure that essential skills are fostered and perpetuated as a matter of course

3. A moral component, a unique way of doing things and a clear understanding of what is the “right” thing to do

4. An acquired, not innate, distinction between insiders and outsiders which creates a sense of belonging and fosters Teamwork and Collaboration

5. A cumulative character that builds up over time

These attributes together allow individuals in a group to do things that they would not be able to achieve by themselves. Innovative teams are no different. Ultimately innovation is born out of a culture that fosters questioning and reinvention; a culture that is free of command & control structures that can potentially obstruct the diffusion of challenging thoughts; an open and inclusive culture that puts a premium on disruptive ideas that may potentially threaten the status quo. Failure is seen as an important stepping stone to an eventual success and ideas are developed tenaciously and tested iteratively.

A Human Perspective

Empathizing with end users, feeling their problems, understanding their dreams & aspirations and translating this awareness into new opportunities to create form the foundation of successful innovations. Imagining new products and services around the needs (including unarticulated or unmet ones) of people is at the core of most great ideas.

Simplicity

The quest for the most 'essential' and cost effective solutions can open up a new world of possibilities. New materials and new manufacturing processes can help achieve the most elegant outcomes where complexity is either minimized or in many cases concealed from the end user's viewpoint.

Ecology

The looming environmental catastrophe is another opportunity to reinvent. India has a culture of thrift, repair, reuse and recycling which can be deployed to see every kind of waste as a valuable resource and design opportunity. We need to question established patterns of consumption that have led to the crisis in the first place and look at more sustainable approaches that better suit our situation. This can catalyze some amazing ideas and innovations.

Our Context

Indians have always managed to do more with less with the application of creativity – At the same time we continue to grapple with the challenges of extreme poverty, inequality, hunger, healthcare, education, habitat, governance and a large number of unaddressed needs – With the right motivation all these can be seen as a massive opportunity to create inspired business models and new products to serve the masses, and in the process, generate, distribute and share wealth in a responsible and equitable manner.

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Unlocking anInnovation Toolkit forIndia Amit Krishn GulatiFounder & Director, IncubisConsultants (India) PL

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Interestingly, innovations born out of the crucible of our chaotic context r iddled with such demanding contradictions and resource constraints can be powerful, uniquely robust and very often, globally relevant.

Design Thinking!

All these ideas together coalesce into Design Thinking - a potent way to harness and leverage the Innovation Toolkit. Design Thinking is a proven way to discover and solve problems by defining them a fresh and viewing them as new and exciting opportunities.

The Design Process begins with a shift in perspective or questioning the basis of what needs to be designed – For instance, instead of designing a “chair” one may see the opportunity as designing a “device that gives comfort while seated” or redefining a “ladder” as a “mechanism to increase one's reach” or to simply “levitate” – (Re)interpreting the problem or task in the most open-ended manner frees the mind from established conventions and stereotypes and makes space for a creative flight.

The next step is to brainstorm the widest set of concepts without any pre-conceived notions or premature judgment. Of course, many of these ideas would be der ived from our empathy with end users or understanding of the situation, however, constraints and technical filters are applied only once a large number of ideas are out there…. nothing is too crazy or “impossible” to become a contender!

After short-listing the best ideas from a diverse pool, a process of intensive and iterative refinement begins where something nebulous is transformed into a tangible product or a process that can be prototyped, tested and perfected.

As in all things, success in design only comes with sufficient practice and it's never too late to start!

Our Honorable Prime Minister's clarion call for “Make in India” has caught the attention of the world, and “Design in India” is an integral part of the “Make in

India” Programme. Design in India has come a long way in last 2 decades or so. I remember the days when finding an Industrial Designer with relevant skills was a challenging task. Today young Indian designers are churning some really cool products and striving to compete globally.

In Automotive industry itself one can see a big transformation in the R&D activities. These have gone from being just

engineering focused, to well synergized setups, where Design plays a key role. Our recently launched Compact SUV Vitara Brezza stands testimony to this maturity.

Having said this, I believe that the real journey for Indian Design has just begun. It has a long but exciting road ahead. In my opinion, some areas that will be crucial for development of Automotive Design in India would be:

1. Developing Design Skills Aligned to Future Industry Requirements:

• Today, we are witnessing an explosion of sorts, in the extent of exposure that customers are getting. Their expectations are rising with every passing day and what was acceptable yesterday, may not even feature in their consideration set today.

• Global companies are offering their latest products in India, putting a huge pressure on local players. In this race for survival, companies in India have no other option but to strengthen their R&D efforts. And for that the most important ingredient is having manpower with the requisite skills.

• Similar challenges are also highlighted in the Automotive Mission Plan 2026. We need to strengthen the Indian Auto Industry by focusing on indigenous R&D efforts.

• Today there are a good number of Design schools in India but majority of young designers entering the Industry, have to undergo extensive training and mentoring before they actually deliver. This scenario is not productive where Time to Market is crucial.

• We need to bridge the gap in Industry expectations vs academic requirements. There is need for an open dialogue between the two stakeholders to strengthen the partnership and create a “Win-Win” situation.

• There is also a need to formulate a focused strategy for Industrial Design under the umbrella of the “Skill India” initiative of Government.

2. Mobility for Smart Cities

• In the latest concept of Smart cities initiated by the Ministry of Urban Development, efficient urban mobility and public transport are clearly highlighted as core infrastructure elements.

• The key challenge is to provide a reasonably comfortable and safe transport solution from their Home to work locations or “the last mile connectivity”

• In well developed economies we find many innovative mobility solutions, but the same models may not work in India. So, Indian Designers will have to challenge themselves to think beyond the current norms and find innovative solutions.

• As this concept is still in the early stages, time-wise it is perfect to build synergies between Town Planners, Architects and Designers.

Sectoral Round Up

C V RamanExecutive Director (Engineering) Maruti Suzuki India Ltd.

Design in India –For the World

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3. Focus on Newer Technologies

• Next generation power train technologies such as Hybrids and EV's are not a distant dream anymore.

• This change in technology is a huge opportunity for Designers to re-write some old rules and pen a new lease of life for Mobility solutions. Many of these technologies have totally new packaging requirements. It would be exciting to see how designers maximize the Human Space in these machines.

• One other challenge for Designers will be “How to visually communicate to users that these are cleaner cars”.

Many initiatives are being undertaken in parallel, but I believe that Industry, Academia and Government need to have a holistic approach and prepare an integrated strategy and policy taking into consideration all stakeholders. If we are able to make concerted efforts in this direction, the day is not far, when designers in India will be fulfilling the dreams of billions of customers across the world through innovative designs.

A 'dosa' bought from a street-side stall at Rs 30, becomes a Rs 60 meal in a multi-cuisine Udipi and a Rs 180 engagement at a South Indian theme

restaurant where the ambience, the smells, the dress of the serving staff, the music etc. all enhance the experience during consumption.

People are willing to pay differentially when they move from accessing a product to being immersed in an experience – with the basic commodity being consumed remaining nearly the same, but getting layered through a sensorial and emotional engagement to magnify the experience.

Strong indicators are becoming evident in today's time –while seemingly unconnected these are driving the increasing challenges being faced by businesses:

• The ability to differentiate goods and services is getting more and more difficult – with what was a differentiator till yesterday becoming a hygiene factor. In this very crowded and competitive landscape it is becoming difficult for companies to stand out with unique value propositions.

• With increasing disposable incomes coupled to impulse consumption (also driven by one's ability to spend without feeling guilty) - the customer is willing

to pay a premium if they connect with the value proposition beyond the function.

• Technology is creating newer opportunities of interfacing and transacting for companies to engage with their customers – digitisation, virtual & augmented reality etc.

• People are gradually preferring topay for outcomes – not necessarily the means – thereby influencing both the ownership as well as consumption models for example the Ola and Uber models.

• An asset owner (vehicle, room, knowledge, capital) is looking at opportunities to link up via enabling platforms to monetise the asset – thereby throwing conventional business models and competitive advantages in disarray. E.g. Airbnb, Crowd funding, Uber etc.

With these changes we are beginning to see the green shoots of the 'Experience Economy', in which products and services will become a minimum offering, and people will pay for their experiences. This then creates an opportunity for Design to help stage these experiences by bringing Design Thinking to the fore as a methodology – a n d u s e d n o t o n l y by D e s i g n e r s b u t eve r y function/process including strategy, route to market, service etc. This will also drive companies to reconsider what their basic value proposition to the customer is – and those that do not ask this question and reaffirm its connect with evolving consumer needs / consumption trends – may perish. A bicycle maker has a choice to connect with the mobility needs, the wellness needs and/or the entertainment requirements of their consumers and package and pitch accordingly.

Companies have started exploring different routes to create these experiences and hence opportunities to premiumise their offerings - from storytelling to gamification to personalisation and mass customisation – all of which is co-created with the consumer for the highest gratification.

Sectoral Round Up

Pankaj JhunjaGeneral Manager DesignTata Motors

Design forthe ExperienceEconomy

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Not only do companies need to take this on board on the offerings they take to market, but more importantly they need to make structural changes at the backend that will facilitate it. These experiences will be created through the convergence of multiple design, development and business disciplines working seamlessly across domains with people who have this sensitivity and ability. Boundaries between hardware, software and content will need to be diffused to create this unified interface. Companies will need to create a working environment (organisation, process, decision making, governance etc.) that allows this to happen.

Institutes of learning need to take this onboard to allow cross pollination of skills and sensibilities rather than developing product designers, graphic designers, interior designers, engineering designers, marketing professionals etc. Education would need to move from teaching basic skills, processes and tools to students learning to be more compassionate, caring and empathetic.

There is a great opportunity and need for Indian Design to take this on board – in order to address the needs of the aware, aspirational, demanding and diverse consumer and create strong contextual (may be local) offerings.

This will need to reflect in policy, be it the National Design policy, the Education policy, the revenue guidelines on taxation (today experience design is clubbed with services) to create a framework that catalyses the growth in this direction.

As early as 2004 when speaking to New York times after taking over as head of General Motors, Bob Lutz defined their business as:

Its more right brain…..I see us being in the art business. Art, entertainment and mobile sculpture, which coincidentally also happens to provide transportation.

In the good old cycle rickshaw days, especially in small towns and less developed cities, the rickshaw could be hailed almost from the doorstep and would always drop

one back at the doorstep. Then came the auto rickshaws and then the e-rickshaws. Though a slightly more efficient means of transport than the cycle rickshaw, these took away the doorstep convenience. Mostly we cannot hail them from our doorstep and very often they do not drop the passenger at the doorstep either.

Are auto/e-rickshaws the best solution for India's last mile connectivity needs then?

Apart from the inconvenience of hailing these, the rising population of the senior citizens and the increasingly mobile younger generation make these a less attractive option. The differently abled too aspire for an inclusive public system.

On the supply side, with cities expanding and aspirations of our young population on the rise, few would like to drive an auto/e-rickshaws. They may demand more respectable jobs. With smartness being introduced in the cities, the chaos created by these modes of transport may have to be dispensed with.

Given the new scenario that is building up what we need is an ably managed last mile transport that is caring, that is smart, that does not pollute, that works on renewable energy and so on. With crowded cities being a norm a high speed last mile transport will not serve our purpose. What we need then is a no frill, small footed (read footprint) electric/solar transport that moves around slowly in a defined 'cell'. A CELL could be a locality which is connected by the metro and public buses; it is bounded or defined by a name and has its own nervous system (read by lanes and labyrinths) and the last mile transport needs to cover each of these by lanes.

Last mile transportation will mitigate several problems related to chaos on roads, crowded parking spaces and pollution. We cannot blindly follow the benchmarks of other countries. It is imperative to understand that Indian demography and behavioural patterns are unique, with very complex population dynamics. With the development of smart cities gaining momentum, it is an opportune time to develop our own last mile system that works consistently. We have to create a no-frill, frugal design that enhances our road scape and is kind to our environment and people.

A very thoughtful user centric design, that caters to the stereotypes and behavioural patterns of our

Sectoral Round Up

Anuj PrasadDirectorDesmania

A Smart LastMile for SmartCities

An example of a cell & a visualisa�on of last

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target audience (mainly seniors, children and the differently abled), needs to be created. With a designated narrow path it should constantly be on the move. The ideal choice would be an electric vehicle with solar charging and the capacity to accommodate at least 8-10 adults. An App based connected vehicle with several well articulated smart features would be best suited to meet the mobility needs and the aspirations of our people.

It would be a good idea to develop a template for dry run during which the gaps can be plugged and the design further refined. Once the system is perfected, it could be replicated across cities. To cater to the unique requirements of regions, small/big cities, one can follow the 80/20 principle, where 80% of the design is fixed and 20% is open for customisation.

A recent survey has revealed that people rate transport as the top issue for smart cities. An efficient transport system will be the real identifier of a smart city. An effective last mile connectivity system will demonstrate the empathy of the government towards people's needs and solve several problems.

A Designer's task is always to find simple, honest answers. Honesty, integrity and love for life are key to delivering great work of design. The field of

design has become too specialised and borders between different disciplines must be opened. Designers must assimilate with the scientists' brain, the poet's heart and painter's vision.

Design is about building connections. I strive consistently to align the creative process with business and the key to innovation lies in understanding consumer experience. The designer of today is involved with designing experiences not just looks and appearances. Today design is about teamwork. Designers want to believe that design can

transform the world, and that the designer leads the process of change. However, my take on this is that design plays a modest yet important role.

Design is like glue, it is the soul of the team, design gives form to a vision that seeks to apply creativity to challenges of our age, namely digital technology and information. As a designer I do not build products but I build relationships – good design comes through the observation and understanding of daily life and environment. Design although a discovery of an individual is always for others. Empathy is very important in the act of designing.

I believe that what should concern us, is how the expressive need and energy so delicately enshrined in the culture, can now find a new vehicle for design. What kind of environment can we build? What do we want to preserve and how and for whom do we preserve it? What is replacing that which must go? Our concerns must be to ask consistently and persistently, from here to where? The vision should be the symbolic relationship with our times and should be directed towards a positive change for society and world at large. Change comes from encounters, conversations and dialogues of people.

Together in this journey we are deeply engaged with the new world… Let the new landscape for design education blossom from observing the real world and bring about the “flowering of goodness” in the lives of millions.

Design today is playing an increasingly important role globally, especially with increase in new technologies and availability of design tools.

When it comes to India, there has been a significant increase in the awareness amongst organizations on how design can help in improving the top- line results, and how brands can connect emotionally with consumers. Companies today have started to invest in design.

“Democratization of Design is when design is practiced by everyone, not just designers. This has created a new awareness about design. You need to leverage the power of design and make it accessible to everyone. Be it policymakers or corporate/design houses everyone needs to spread the word that design is not just for designers, but it can be practiced by everybody.”

Since the percentage of people involved in design are relatively less compared to other disciplines in India, the active involvement of designers contributing significantly in public policy matters is also less. Democratization of design (design awareness by non-designers) from a policy

Sectoral Round Up

Narendra Ghate Chief Designer Service Design, Tata Elxsi

Democratization ofDesign & EffectiveDeployment ofGovernment Policies

Suresh SethiGlobal Design Director for Air & Water / Vice President Design South Asia, Whirlpool

Design - All AboutBuilding Connections

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Innovation starts and ends in the society. The innovator finds issues and opportunities in the society to resolve or fulfil, develop solutions and offerings to resolve the

issues, and delivers these to the society. Knowledge of society, therefore, is a significant part of the repertoire that an innovator must have.

Innovation develops, integrates and uses technology to find and solve problems and deliver solutions. It comes from multiple domains. Technology is a way of achieving an effect (e.g. a material with piezo- electric property), that comes from a variety of domains e.g. semiotic, engineering, usability, etc.

Innovation must satisfy all stakeholders in the product’s lifecycle. There must be incentive for every provider to implement its phases of the lifecycle (manufacture, deliver, service and retire the product), and users must be ready to pay for these, i.e. it must be an economic win-win for providers and users.

All these must happen within constraints of the fragile ecology of the earth-system. Resources are finite, and ecology and humans are vulnerable, while the population grows with expanding needs. These conflicting elements must be balanced while remembering that every process in a product’s lifecycle can variously impact resource availability, health of the ecosystem and health of the human population.

Innovation must therefore integrate knowledge of the society, economy, ecology and technology so as to identify significant needs in the society, integrate technology to develop offerings that are economically and societally beneficial while being ecologically benign, and deliver these to the society.

To fulfil the needs, innovation may be required in one or a combination of these areas: product, process, services, business, and policy. What are the critical pieces of knowledge that our innovators must be trained in, so that they can innovate in an economically, ecologically and socially sustainable manner?

The key to this is design. Adapting Herbert Simon’s definition, we define a design as “a plan for intervention which, when implemented, is intended to change an undesirable situation into a (less un-) desirable one. Designing is the process of identifying these situations as well as developing designs to support the transition”.

Sectoral Round Up

level will be the key to give the required thrust for bringing about a change in the macro-level.

One example which gives an idea of how we could deploy design thinking at a policy level could be – incorporating design in government tenders. There are thousands of government tenders that go out every day. A significant portion of it could have the elements of design included as scope of work to allow stakeholders to give their project an edge over others. It could be as simple as incorporating design elements like branding, graphics, user interface design, service design and process design. Initially it might appear that the scope of work for design can be small in terms of costs, but its impact will be significant and easily seen in the long run.

Through incorporation of design requirements / elements in government tenders will lead to more involvement from a larger section of the society (involving both design agencies & non-designers). This will in turn help to build a large talent pool and more participation in public policy matters.

At Tata Elxsi we have already witnessed the positive impact of design in mass transit systems where 'signage design' is being insisted as a special delivery. As a practitioner of design, I think we should strive to add these design line items in government tenders to witness a positive change in the system.

Figure 1: Design schools in India typically focus on Product innovation: Little on production/business

Amaresh Chakrabarti Professor & ChairpersonCentre for Product Design &Manufacturing, Indian Instituteof Science, Bangalore, India

Design in Innovation:How Should WeTrain Future Innovators?

Innovation MatrixProduct

InnovationProductionInnovation

ServiceInnovation

BusinessInnovation

Science/Tech

Tools

Projects

Projects

Teaching/Projectsusability/semantics

Teaching/Projects

Teaching/ProjectsProcess

Thinking Teaching/Projects

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Design is the engine of innovation. Based on our research, the following pieces of knowledge are found to be crucial for innovation, see the ‘Innovation Matrix’ in figure 1:

• Thinking: There is a generic mindset for innovation that is need/problem/opportunity-centred, and follows a style of thinking with a generic cycle of problem finding and solving that can be applied for innovation across multiple areas. In product design it is often called design thinking.

• Systematic design process: No complex system is developed without a detailed, systematic process; I would not trust an aircraft designed with intuition alone. This process has generic elements, as well as specific ones that vary with the area of innovation and system innovated.

• Science and technology: The complex and detailed process above must utilize and integrate various pieces of science and technology, i.e. building blocks, from a variety of domains: semiotics, engineering, usability, manufacturing, cost, organization, sustainability, and so on.

• Tools: Many of these processes would be impossible, hard, time-consuming or tedious to carry out without supporting methods and tools. Imagine analysing deflections of complex parts by combining hand equations of forces and deflections for a million elements!

Innovators need to be trained in all the above types of knowledge, focusing on the specific areas of innovation of interest, so that innovators can identify the right opportunity, and develop in an efficient manner solutions that are effective. However, in typical technical or design institutions, innovation is mainly on the product, occasionally on processes of manufacturing and rarely on services or business.

To break free of this, understanding the whole lifecycle of the product is crucial to identify opportunities for innovation. Lifecycle thinking, therefore, is a key innovation-enabler. Often the opportunity for innovation lies in areas beyond the product. For a mature product, differentiation may happen in how good the service is, and not whether the product performance can be marginally better. The opportunity may lie in reducing the lifecycle cost of the product, rather than its initial cost. Without lifecycle thinking, an innovator is imprisoned in the first two areas of innovation only.

Finally, design involves both synthesis and analysis. Synthesis is about diverging – exploring the multiple possible ways of interpreting and fulfilling the need. Analysis is about converging – evaluating and selecting those that reflect or fulfil the need better. What is often overlooked in training curriculum is the need to combine both synthesis and analysis in the training for innovation.

Further, if the domains, that are typically considered engineering (functionality, manufacturability, cost) and non-engineering oriented (semiotics, usabil ity, sustainability), are juxtaposed against the activities of synthesis and analysis, a ‘Design Matrix’ can be formed, see Figure 2. Analysis of the Indian scenario, using this design matrix reveals an interesting polarization.

Technical institutions seem to focus primarily on training students in analyses of engineering aspects of products and processes, with little emphasis on synthesis. In contrast, design institutions train mainly on exploration of non-engineering aspects, without much emphasis on rigorous analyses of these aspects.

Let us conclude the article with a brief recipe for training innovators in complex systems innovation:

• Cover all aspects in the Innovation and Design Matrices in Figures 1-2. Train for both engineering and non-engineering aspects, for both synthesis and analyses, in all innovation areas.

• Include open-ended projects that involve both problem finding and solving, all the way from developing products/processes to developing services/business, with implementable outcomes.

• Have implementation goals in projects, e.g. developing and user-testing of working prototypes.

• Initiate programmes for research into design and innovation; that focuses on understanding and strengthening the knowledge of how to design and innovate better, for better.

Centre for Product Design and Manufacturing (CPDM) at the Indian Institute of Science (IISc) Bangalore offers one such programme, MDes, for graduate engineers and architects. It also has an active research programme in various aspects of design and innovation, the first formal programme in India in this area.

Sectoral Round Up

Figure 2: Many technical school analysis-focused, on function/feasibility: little structured synthesis

Many Design school synthesis-focused, on usability/aesthetics: little structured analysis

Design Matrix

Analysis

Function

Feasibility

Usability

Aesthetics

GAP

GAP

Design Schools

Design Schools

GAP

GAP

Technical Schools

Technical Schools

Synthesis

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Kris GopalakrishnanChairmanCII Start-up Council 2016-17Co-founder Infosys &Chairman, Axilor Ventures

Innovation &entrepreneurship

Sectoral Round Up

There has been a great impetus coming from the Government on fast pacing the Start-up Growth in India. This is an opportune time for the players in Indian Start-up ecosystem to establish their roots more firmly on the ground and build a sustainable future. Currently many central ministries (MSDE, DIPP, DST, NITI, MSME etc.) have proactively taken up the challenge to contribute to building the overall entrepreneurial landscape, but a more focused approach and better convergence of start-up activity through a single ministry could work to the benefit of all stakeholders. The states should also independently put in place systems and processes to nurture state level entrepreneurs as well as become competitive at the national level.

As part of its efforts to make India a business-friendly economy fuelled by innovation and technology, the Government of India launched its flagship initiative Startup India mission in January this year at a grand ceremony in the capital. This initiative, which is aimed at encouraging and supporting young citizens to become entrepreneurs, will drive sustainable economic growth and generate large scale employment opportunities by empowering start-ups to grow through innovation and design.

According to the Action Plan announced earlier this year, the initiative addresses all aspects of the start-up ecosystem to accelerate the spread of the start-up movement. The Action Plan comprises a range of proposed schemes and incentives for entrepreneurs enabling simplification of regulatory and compliance procedures and hand holding of start-ups; funding support and incentives; industry-academia partnership and incubation.

In a bid to reduce the regulatory burden and keep compliance costs low, start-ups will now be allowed to self-certify compliance with nine labour and environment laws through the start-up mobile app and portal. In addition, no inspections will be conducted for a period of three years upon incorporation of the company, except on receipt of credible and verifiable complaint of violation.

A Start-up India Hub will be set up as a single point of contact for the entire ecosystem to enable access to knowledge, mentoring, financing, feasibility testing, business advisory, marketing, technology commercialization, etc. through its network of central and state governments, incubators, angel networks, investors, banks, legal partners, universities and R&D institutions.

The initiative includes an entire gamut of new services and incentives such as legal support and fast-tracking patent examination at lower costs, relaxed norms of public procurement for start-ups, faster exit for start-ups in the event of business failure. The Government will also introduce a Fund of Funds with a corpus of Rs 10,000 crores for development and growth of innovation-led enterprises and a Credit Guarantee Fund for innovators from all sections of the society. To attract investments into start-ups, there will be tax exemptions on capital gains arising from sale of capital assets, in addition to income tax exemptions to start-ups for three years.

The Union Cabinet has released the National IPR Policy aimed at creating a conducive environment for new innovations and research and development in the country. According to the Finance Minister, Mr. Arun Jaitley, "the aim is to create awareness about economic, social and cultural benefits of IPRs among all sections of the society" from college students to university professors to people in the hinterland.

The National IPR Policy has been created with the overall goal to increase IP for commercialization to fuel economic growth in the country. It is a vision document that aims to create and leverage collaborations between all forms of (IP), concerned laws and agencies. It aims to establish an institutional mechanism characterised by greater transparency in IP administration for innovators and entrepreneurs, both Indian and foreign, who are interested in investing in India. The new policy also aims to adapt global best practices to the Indian space.

According to a PIB notification, the Department of Industrial Policy & Promotion (DIPP), will be the nodal department to coordinate, guide and oversee implementation and future development of IPRs in India and will regulate the work done by ministries and government departments.

Last year, Industry and Commerce Minister Nirmala Sithara manhad said that the National IPR Policy would create a

Democratization of Design &Effective Deployment ofGovernment Policies

National Intellectual PropertyRights Policy Released

Government of India LaunchesStartup India Mission

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Rise in Investments for SocialEntrepreneurial Ventures

Sectoral Round Up

stable IPR framework for both domestic and foreign innovators and entrepreneurs. She had said that “it will also promote a holistic and conducive ecosystem to catalyse the full potential of intellectual property for India's growth and socio-cultural development while protecting public interest.”

Some of the stated objectives of the IPR Policy are:

IPR Awareness:1. To create public awareness about the economic, social and cultural benefits of IPRs amongst all sections of the society

Generation of IPRs:2. To stimulate the generation of IPRs

Legal and Legislative Framework:3. To have strong and effective IPR laws, which balance the interests of rights owners with larger public interest

Administration and Management:4. To modernize and strengthen service-oriented IPR administration

Commercialization of IPRs:5. Get value for IPRs through commercialization

Enforcement and Adjudication:6. To strengthen the enforcement and adjudicatory mechanisms for combating IPR infringements

Human Capital Development:7. To strengthen and expand human resources, institutions and capacities for teaching, training, research and skill building in IPRs

Under this policy, by 2017, the window for trademark registration will be reduced to one month.

According to a recent report by Reuters there is a rise in interest in social entrepreneurship ventures that generate financial benefits among Silicon Valley investors. The report quoted Global Impact Investing Network data according to which impact investment” or investment in funds and foundations that aim to generate both social and financial returns, increased to $51.2 billion globally in 2015 from $10.6 billion in 2014. It has also projected a 16% rise in 2016.

The data yields important insights that explain this change. One, investors are concerned with falling valuations of core tech start-ups combined with an increasing trend to back social start-ups working among rural communities, especially in the developing world. The developing world has been termed as “the next whitespace” by Silicon Valley venture capitalists and investors, who strongly feel that 2.5 billion people in this part of the world hold a large potential to adopt mobile technology that in itself presents propositions for large returns. Bank of America, JP Morgan Chase and other such large financial institutions are also interested in investing in profitable start-ups in emerging markets where a large proportion of the population lives in the rural areas having little to no access to clean drinking water, healthcare and financial services.

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Confederation of Indian Industry (CII) has been playing an active role in establishing 'Design' as a core business component for Industry to enhance

its competitiveness.

CII's Design activities focus on areas such as policy advocacy, knowledge development, stakeholder engagement, capacity building, establishing new trends and practices and recognizing excellence. These activities benefit all stakeholders and contribute to the creation of a healthy and vibrant design ecosystem in India.

The Government's national development agenda of Make in India and reforms undertaken in such as like infrastructure and indigenous manufacturing are rooted in the understanding and acceptance of the key necessities of the economy. In this period of transition our

manufacturing and service Industry need to board the design bandwagon. Design is more than beautification; it is the understanding of the market requirements and delivering those requirements in a way that will ensure commercial success.

CII Design realizes, that to obtain growth throughout various sectors, a strong product development performance by the manufacturing sector is necessary. In the recent past several initiatives have been launched by CII across India's Design Sector to forge sustainable partnerships for leveraging design and achieving business excellence for a lasting development of Indian manufacturing.

CII Design's projects' cover every facet of Design ranging from capacity building initiatives (workshops) to knowledge development to stakeholder engagement programmes that bring renewed impetus to the sector.

CII conducts regular workshops and seminars on Product Development in partnership with premier academic institution such as Indian Institutes of Technology, Indian Institute of Science and National Institute of Design,

DesignMaking it Happen by Design

Capacity Building Programmes –Workshops and Seminars

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CII Strides

emphasizing the necessity of research & design intervention in manufacturing.

The organized in Conclave on New Product Developmentpartnership with Department of Scientific & Industrial Research, GoI and Industrial Design Centre, IIT Bombay, in 2015 in Mumbai; aimed to disseminate actionable knowledge that MSMEs can use and apply immediately in their workplace for conceiving new products and improving existing products.

This year we are branding all or our capacity building initiatives as which will include workshops, DCODE,seminars, training modules, etc. focusing deeply on advancing Indian manufacturing strength by design intervention.

The first of the DCODE workshops are being organized in partnership with the Centre for Product Design and Manufacturing (CPDM), IISc Bangalore and World Intellectual Property Organization (WIPO), Geneva. The workshops focus on small and medium industry and are intended to illustrate and showcase how research-intensive innovation can transform new product development. The first workshop in this series will be held in Bangalore on July 27, 2016 and then will travel to Kolkata, Hyderabad, Chennai, Delhi and Pune.

For last 15 years, CII has been an active advocate of the strategic value of design. In its ongoing pursuit to establish design as a tool for national competitiveness, CII initiated the “CII Design Excellence Awards” from the year 2011.

The awards are a true acknowledgement of design excellence, innovation and originality of Indian Design

The CII Design Excellence Awards discover the new paradigms of design in India, which answers the call of making Indian industry and manufacturing more competitive and innovative. The awards showcase the emerging face of design in India and its newer manifestations. The India Design Council endorses CII Design Excellence Awards.

In the true CII fashion these awards follow a rigorous and objective assessment process. The awards are given in four main categories of Visual Communication, Industrial Design, Interaction Design and Mobility Design and their 28 sub-categories. The awards are judged by an eminent panel of distinguished experts from India and abroad. Judging is based on clear criteria of design excellence including Form and Function, Innovation, and design success besides other parameters.

The CII NID Design Summit is India's most consistent and prestigious design event happening for the last 15 years. It is not just a conference – it is a 3600 Experience for all - covering exhibitions, discussions, deliberations, networking, events, activities, summits, talks, lectures, seminars, contests and much more.

The summit has been bringing on one platform the best of the Indian and International design thinkers, design policy makers, designers, design educators and design users for sharing and learning from each other. The summit initiates new conversations across the domain practitioners and experts, through interactive sessions and workshops, which help articulate and combine definitive ideas and methods to define solutions for today and tomorrow's organizational needs.

thThe theme for 15 CII NID Design Summit 2015 'Make in India: Making it Happen by Design' emphasised the role of design in new market creation, go-to-market mechanisms for new ideas, and creation of product-service eco-systems. At the summit, a venerable line-up of global experts delved in to crucial question of how business organizations can evolve to become more design-centric. They shared how strategic uses of design can not only change the customer facing offerings of a company, but also have ability to influence internal functions of an organization.

thThe theme for the 16 CII NID Design Summit 2016 is 'Design: The New Now!' which is about the 'New' that is unfolding now, the 'New' that is trailblazing. The summit will delve in to the way one designs as well as the way one thinks about design. The summit will explore how design is being harnessed to create sustainable businesses as well as sustainable futures. It will project new frameworks and strategies that are being used by designers to help shape new futures. The summit will unfurl strategies, models, practices, transformations and the evolving relationship of design with businesses, policymaking, planning and communities. It would articulate key arguments within the Indian and global context to encapsulate the transformations in how we live, create and communicate.

Flagship Event –CII NID Design Summit

Recognizing Excellence –CII Design Excellence Awards

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CII Industrial Innovation Awards were instituted by CII in 2014 to recognize and celebrate some of India's most innovative companies across industry

segments. These premier awards seek to recognize and honor the Indian industry's brightest stars and to identify and declare the top 25 Innovative Organizations in India.

These awards aim to encourage and build a culture of innovation and business growth and recognize innovation excellence across the organisational spectrum. The awards are open to any kind of process, product, service, technological or any other innovations that have fuelled growth through new ideas and approaches along with tangible results in the preceding years.

The process for determining the top award and the list of top 25 innovative companies use a rigorous framework while allowing the flexibility for the applicant to be assessed on their own merits. The unbiased and objective assessment process measures the innovation and its impact and assesses the innovation framework in an organization looking for proactive and structured innovation processes. The assessment process for the CII Innovation Awards is a five-stage funnel process comprising initial application, main application, and assessor visit, evaluation by First Jury and final evaluation and selection by the Grand Jury.

The CII Industrial Innovation Awards 2015 was a grand success as seen by the high quality of applications, the robustness and thoroughness of the process and the eminent experts in technology, business and innovation such as Prof. Y S Rajan, Honorary Distinguished Professor in Indian Space Research Organisation, Dr. Vikram Sarabhai Distinguished Professor, Indian Space Research Organisation (ISRO), Prof. H P Khincha, Advisor, Dept. of Electrical Engineering, Indian Institute of Science (IISc), Bangalore, Prof. S P Kothari, Deputy Dean, Gordon Y Billard, Professor of Management & Director, MIT India Programme as some of the illustrious names on the Jury panel.

Innovation &entrepreneurship

A total of 150 applications were received from across India and from leading Indian companies under different award categories. Zydus Cadila was declared the Grand Winner for being the Most Innovative Company of the Year and won the Award for Manufacturing Sector under the Large Enterprise Category.

A special category for start-ups was introduced last year, with two awards – Best Manufacturing Start Up and Best Service Start Up. The overall winner in the Start Up category is the Grand Award winner for being the Most Innovative Start Up of the Year and was given to Right Track Admizzionz Campuz Pvt. Ltd. The Best Manufacturing Start Up award was won by Ananya Seeds Pvt Ltd. A total of 50 entries were received in this category, of which 35 entries were selected to make presentations of their business to the jury at the CII Start Up Conclave in October 2015. Out of these, the top 10 most promising Start Ups were selected for the awards.

In a highly competitive world, where students are scoring almost 100% marks at school level, choosing a course and seeking admission in the course of choice is an enigma for many. There are over 700 degree awarding institutions and 36,000 colleges in India, offering a wide range of courses. Students face several challenges when it comes to pursuing higher education in India.

Firstly, they need to be clear about their career choice as well as what they want to study. This requires a realistic assessment of their competence as reflected in the qualifying exams and other evaluation criteria.

Secondly, students need to be aware of various courses and colleges that meet their aspirations and competence. They also need to know the admission processes. This information is not forthcoming easily and there is no publically available single source of this information. Moreover, there are significant variations and changes in the admission processes for many courses and colleges almost every year, which need tracking.

CII Strides

CII Industrial Innovation Awards

"Admizzionz CampuzServices - Guiding Today's Youth toRealise their Potential"

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Thirdly, students need to understand the terms and conditions of the admission process thoroughly to avoid any mistakes that may lead to denial of admission. They also need to be guided through the steps that need to be undertaken during the admission process such as form filling, organising documentation, undertaking admission counselling etc.

It is to help students deal with these challenges that Admizzionz Campuz®commenced services in 2011. Its solutions address all aspects of guidance on career choices, subject selection, education pathways and seeking college admissions for students starting from class IX to post graduation.

What distinguishes Admizzionz Campuz in the market is that while other organisations only help students make choices of careers and subjects of study, Admizzionz Campuz is the only one that guides and supports students in obtaining college admission in India into a course that best matches their career aspirations and competence. This is made possible through carefully putting together in a computerised system, refined information about careers, courses and colleges in India to ensure that it is the latest and most reliable. Over the last 5 years,, Admizzionz Campuz has helped 100% of the students registered with it in obtaining admission in a course that matches their requirement in a college in India. These students hail from over 40 cities and 9 countries,

1. Student Connect™ Career and Subject Choice Guidance Service

As part of the Student Connect™ service, professional career counselling is provided to help students achieve clarity in their career choices and translate it into choices for subjects of study at school and later during higher education. This is achieved in interactions conducted with the students and their parents after the students have undertaken a career assessment. The online tool used for career assessment has been designed keeping the Indian scenario in mind and has been proven over one lakh students.

This service ensures that there is better alignment of subjects for classes XI and XII with higher studies and career choices. More importantly, it leads to better shared understanding of career and educational aspirations, choices and alternatives between students and their parents. Further, insights are gained into strengths, abilities and potential of the student that may have been missed out earlier and direction becomes available for motivating, channelling and directing their academic and extracurricular activities. Therefore, there is clarity on future actions and support to be provided regarding higher education. In addition, students get sensitised to the fact that pursuing their interests seriously will have an impact on their careers. And finally, qualities and abilities that will need developing for future success in education and career get discovered.

2. Admission Assist™ College Admission Guidance and Support Service

As part of the Admission Assist™ service, customised guidance and support in shortlisting courses and colleges and then in obtaining admission in the ones that best match the student's preferences and performance in the qualifying examinations, is provided. It is a totally independent service and does not promote any particular college. Thus it ensures that only the colleges that match the student's performance, potential and preferences are targeted for gaining admission. For providing this service Admizzionz Campuz® employs a computerised application and database of most current and reliable information on courses and colleges in India. This service covers each of the steps involved in the entire college admission process right from filling application forms of the shortlisted colleges, to preparing the needed documentation, to completing the admission formalities. Guidance is provided for due diligence at each step to ensure that all admission processes, terms and conditions are adhered to and there are no errors that may lead to rejection of the application.

The service increases the student's awareness of the higher education alternatives for chosen careers apart from the well known ones. It thus creates an opportunity to evaluate courses and colleges hitherto unknown to students and parents. The process of intelligently shortlisting courses and colleges increases chances of success in obtaining a college admission. The result is greater focus among students on making the required effort in academics, project/portfolio preparation and self development to meet entry criteria of colleges. The service saves on efforts and costs in the college admission process while lowering the stress and anxiety among students and their parent in obtaining college admissions. Further, extensive use of technology to deliver this service ensures that the student experience is consistent across advisors and only the most relevant and customised information gets used to cater to the needs of the student.

Winning the Confederation of Indian Industry's “Grand Award for the Most Innovative Start-up” and the award for the “Best Service Start-up” is a significant milestone and a true recognition of the innovation and appropriateness of our service. It has been instrumental in Admizzionz Campuz getting recognised by schools as a stand out player in the field of career and college admission guidance. It has also inspired confidence that we are reliable and they can trust us to deliver on our commitments. This has resulted in a few of them engaging with us for our services and we are in the midst of entering into several new engagements with them. For our retail customers the awards have been received as recognition of the value we bring to them.

CII Strides

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Ananya Seeds Pvt Ltd, a Bangalore based company, is owned by first generat ion techno-commercia l entrepreneurs. Driven under the leadership of Dr. L.K.Pandey who has three decades of experience in seed industry, it is managed by the CEO Mr Salil Kumar Srivastava. At their unit based in Ambala (Haryana) the company undertakes processing, storage, treatment and packaging of seeds. Ananya Seeds aims to become a leader in the Indian Seed Industry through research and marketing of scientifically produced high quality seeds. Ananya Seeds' Research Farms for Breeding, Testing, Trials and Product Selection are located in Ambala, Bangalore and Pantnagar.

Having started production and marketing in 2012-13, Ananya Seeds and the company's turnover has grown from Rs 1.77 crore (2013-14) toRs 7.39 crores (2014-15) to Rs.11 crores (2015-16). The company also exports high quality vegetable seeds to certain Asian, African and Gulf Countries.

The company, focused on seeds of 120 vegetables and about 35 select field crops, also plans to bring certain related novelty products in the near future. Employing over a 100 technically skilled direct employees the company has also engaged approximately 500 progressive seed producers and organisers who supply high quality seeds under its technical supervision. Approximately 150 distributors and 12000 dealers/retailers are proudly selling Ananya brand products to estimated 3 lacs farmers. Approximately 5 lac acres is sown with Ananya seeds by farmers.

The company will always be indebted to the world class technical support, advisory and incubation received from Zonal Technology Management & Business Planning and Development Unit of the Indian Agricultural Research Institute, New Delhi.

The new research hybrids and varieties released by IARI are being popularized by Ananya Seeds. The company is in the process of signing a MoU with IARI to popularize its varieties amongst farmers of remotely located Tribal and backward villages. The purpose is to help them attain

nutritional security, economic upliftment and agricultural sustainability. It has also signed a MoU with Agricultural Skill Council of India for imparting training and partnering with Skill India Movement.

The Ministry of External Affairs (MEA) and National Research Development Corporation awarded a Technology Transfer project for Tomato production along with seed supply in Ghana (West Africa). As a pilot for this prestigious project, Ananya Seeds is developing a package of practices to promote Tomato production in open fields as well as under protected conditions. The company will also train the Ghana farmers to undertake Tomato seed production to meet their requirements.

Ananya's efforts have been recognised through various awards. The Company received Best Stall/ Exhibition award in Pusa Krishi Mela and Pant Nagar Kisan Mela 2015. Ananya received the CII Industrial Innovation Award, 2015 under the Best Manufacturing Start up Company category and was also adjudged one of the Top Ten Promising Start Ups. The Rural Marketing Association of India (RMAI) awarded the company Flame Award Asia, 2016 for promoting vegetable cultivation among farmers. The company has also been chosen for Dr. J.S.Juneja award for Innovation and Creativity for MSMEs by AIMA- New Delhi.

The CII award for Best manufacturing Start Up generated very strong confidence amongst team members as well as our customers. It endorsed that we are on the right track of serving the farming community to improve the rural economy as well secure nutritional food for future. This recognition also helped us to receive better supported from the bankers and government departments.

Delhi-based Robotic Wares Pvt. Ltd, maker of FarEye logistics management software, and winner of the India Innovation Initiative 2013 challenge, recently raised USD 3.5 million in Series A funding from SAIF Partners. In September 2014, the company successfully raised USD 500,000 in angel funding from the Indian Angel Network. The India Innovation Initiative (i3) is co-promoted by CII, Department of Science & Technology, Government of India and the All India council for Technical education (AICTE).

Founded in 2013 by Kushal Nahata, Gaurav Srivastava and Gautam Kumar, FarEye is a SaaS-based enterprise mobility platform that works to solve last-mile delivery issues by helping companies schedule and dispatch jobs, monitor execution and analyse performance of field workforce of companies in real time.

An i3 Challenge Winner RaisesSeries A Funding and Angel Funding

CII Strides

Ananya Seeds Pvt Ltd:Seeds of Prosperity

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The company, which at present has offices in Mumbai, Bangalore, Dubai and Bangkok, said it would use the finance raised to expand its business operations to more cities and double its 30-member team.“On an average, FarEye has been able to increase first-time successful job attempts by 22% and save 2.3 man-hours per employee per day,” the company said in a statement.

Robotic Wares works with over 75 clients such as Ecom Express, Gojavas, DTDC, Blue Dart and Safe Express,

among others and across sectors as diverse as e-commerce, hyper locals, travel and tourism, logistics and hospitality. “We are a profitable B2B (business to business) start-up and believe in organic growth. Plagued by operational inefficiencies and high costs, the logistics industry provides a huge opportunity to FarEye. We are here to streamline logistics in all industry verticals,” said Nahata in an interview to Live Mint business daily.

CII Strides

FarEye, the i3 Challenge Winning Software, is a SaaS based mobility platform that increases the efficiency and effectiveness of operations by helping organizations schedule jobs, track execution and evaluate performance, all in real time. FarEye’s platform supports exhaustive features such as: Automated routing for dispatch, on-demand dispatch for JIT requests, capacity planning, live performance dashboard for multiple branches, reports and analytics to improve quality and relevance of decision making, geo co-ordinates & ePoD capture, live tracking and ETA to customer, one touch assist buttons for employees on the go, high data security with in-built MDM, BPM Engine amongst many others.

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CII, Department of Industrial Policy and Promotion (DIPP) and the Intellectual Property Office, India (IPO) jointly organize the National IP Awards for

the last 8 years. This Award recognizes and encourages innovators and creators across the country. This year the National IP Awards were given in 9 categories. Each award comprised of a cash prize of Rs. One Lakh, a Momento and a Citation. The award ceremony witnessed presence of more than 250 numbers of participants all across India.

On this occasion World Intellectual Property Organisation (WIPO) conveyed their concurrence for linking three WIPO Awards with three of the National IP Awards 2016. Accordingly, WIPO Medal for Inventors, Award for WIPO IP Enterprises Trophy and the WIPO Users' Trophy have been linked respectively to the awards for Top Individual in

Patent, Top Indian Public Limited Company/Private Limited Company/Indian Subsidiary of a Transnational Corporation for Patents and Best Commercialization of Patent(s) based product(s)/process(es) in India under National IP Awards 2016.

During the Ceremony it was highlighted that India has seen a rise of about 30% in the number of IPR applications filed in 2015-16 and over 340,000 IPR applications have been filed at the Intellectual Property Office in the last one year. In addition, 458 new patent examiners have been recruited while another 263 will be hired on a contract basis. The pendency levels in patents will also be brought down from the present 5-7 years to 18 months until March 2018. The Government also reiterated their commitment to opening new avenues for women and Intellectual Property.

The Intellectual Property system in any country is essential to promote creativity and understanding of intellectual property amongst the general public is an important initial step. India's neighbor is evolving in the global IP arena and on its path to achieve a robust IP system with good

IPR National Intellectual Property(IP) Awards: 2016

Seminar on Intellectual PropertyRights in Bhutan and InteractiveSession with Custom & Police Officials

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practices and policy interventions. To take a cue from the same and set the tone, it is the right time to have a forum on IPR to discuss on the best practices and procedures from other countries and imbibe in the system. Bhutan has an immense wealth of Geographical Indications and there is a need to advance the interest in GI among the rural communities and other producers in Bhutan.

With this backdrop CII in collaboration with the Bhutan Chamber of Commerce and Industry (BCCI) organized a two days seminar on Intellectual Property Rights for Business and Academic Excellence and interactive session with enforcement authorities on June 22-23, 2016 in Bhutan.

Andhra Pradesh Technology Development and Promotion Centre (APTDC) of CII in association with Department of Electronics & IT(DeitY)

organized a Sensitization Seminar on IPR for Electronics & ICT Sectors on April 21, 2016 in Visakhapatnam. A first of its kind seminar, it aimed at sensitizing officials from Electronics, IT and Communication industries located in the IT HUB of the newly formed State of Andhra Pradesh. The Seminar created awareness about IPR, and an appreciation of the importance of Intellectual Property System. It also brought to light the innovation opportunities at Visakhapatnam to transform them into IP as a Strategic and Financial tool in the Global Market. The idea was to help bring an IP Culture for overall growth and progress of Andhra Pradesh.

APTDC in association with DeitY organized the Seminar on IPR Management for Startups in Electronics & ICT Sectors on May 6, 2016 in Hyderabad. This programme was designed to sensitize the participants about IPR and its effective Management to achieve their Business Goals and to impart a brief overview of the competitive advantages offered by IPR protection, market strategy, legal problems involved, infringement issues, licensing matters and commercialization etc.

The interactive session on 'National IPR Policy: Way Forward' held on June 3, 2016 in Hyderabad was aimed at creating an awareness about the National IPR Policy. IPR subject experts from the Software and Pharma industry, law firms and academia, shared their perspecitves and discussed various pros and cons as well as the next steps with respect to the Policy.

Quarter That Was

APTDC

Seminar on IPR Management forStartups in Electronics & ICT Sectors

Interactive Session on National IPRPolicy: Way Forward

Sensitization Seminar on IPR forElectronics & ICT Sectors

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Technology Conference on Waste Management

As Municipal Solid Waste (MSW) grows to become a larger global issue, the focus has started moving upstream from waste production to waste

prevention including designing out waste, reducing both quantities as well as uses of hazardous substances, minimizing and reusing, segregation to promote recycling and recovery. With this backdrop, the Conference on Waste Management is being organized in association with Konrad-Adenauer-Stiftung (KAS) and Ministry of Urban Development, Government of India. To be held on September 19-20, 2016 in New Delhi, the conference will deliberate upon several aspects of Solid Waste Management such as: National Strategy for MSW management in India, Best practices from Germany on MSW management, Technologies available for Waste Minimization and Utilization, Energy from Waste, Modern Techniques of Waste Management, Innovative Solutions, Sustainable Solutions, successful Public Private Partnerships etc. Participation from Government, Waste Services Employees, Environment Protection Companies, International & National Agenciesetc is expected.

For more details, contact: Divya Arya Tel No: 0124-4592960 (extn 290) Email: divya.arya@cii.in

Assam State Government has set itself numerous development goals including better healthcare and infrastructure. From the industry point of view, they are making efforts to enable MSME's meet challenges in accessing modern technology and knowhow whether it is to address environmental concerns, improving quality, reducing cost or for developing newer products.

With a view to supporting the Government in its endeavor, CII is organizing a Regional Technology Summit in Guwahati from September 1 to 4. The summit will facilitate partnerships as well investments from technology providers. It will also help regional SMEs acquire knowhow/technology through co development partnerships with academia. The Summit will deliberate on the priority sectors identified by the State and the needs of the industry. Some areas include healthcare, food processing, smart cities and waste management. The Summit will also integrate the technology needs of other states in the Region.

For more details, contact: Divya Arya Tel No: 0124-4592960 (extn 290) Email: divya.arya@cii.in

Regional Technology Summit

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Design

Watch Out For

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Innovation &Entrepreneurship

CII Start-up Conclave 2016

Watch Out For

The CII Start-up Conclave 2016 scheduled for September 20-21, 2016 in New Delhi will provide a national platform to a wide array of Indian start-ups

to showcase their products and services as well as talk about their innovations. The conclave will also deliberate on protecting IPR in Start-ups, showcase select start-up case studies, and inspirational talks by leaders in this field.

Focused on the theme Industry - Start-up Connect, the Conclave will be a celebration of real-time match making between start-ups and industry, and will provide access to support that the start ups and industry seek from each other. CII is continuously investing its efforts and resources in building a robust start-up ecosystem in the country with support from the government, industry and other relevant stakeholders.

The conclave is primarily targeted to attract innovative start-ups in India who have aspirations for rapid scale-up and a strong case for Industry connect. Other than Start-ups, the conference will aim at attracting companies who have actively participated in engaging with Indian Start-ups as part of their winning business strategy.

For more details, contact Mr. Gaurav Gupta Tel No: 0124-4592960, Ext 345; Email : gaurav.gupta@cii.in

The India-UK Innovation & Entrepreneurship Summit, will be co-organized by CII and United Kingdom as part of India's bilateral agreement to engage with UK in the knowledge space. The summit will bring together organizations from different industry sectors and segments from India and UK, and talk about their innovation strengths and challenges. The summit will also host the flagship CII Industr��l Innov�t�on Aw�rds 2016 to recognize top innovation driven organizations and start-ups of 2016. Alongside various discussion panels an exhibition of innovative products and services will be organized to showcase latest trends on Innovation and entrepreneurship.

The India-UK Innovation and Entrepreneurship Summit 2016 is scheduled during 7-9 November 2016 at New Delhi.

For more details, contact Mr. Gaurav Gupta Tel No: 0124-4592960, Ext 345 Email : gaurav.gupta@cii.in

India-UK Innovation &Entrepreneurship Summit 2016

LAST DATE TO APPLY 31st JULY 2016

FOR DETAILS AND TO APPLY

www.i3.ciiinnovation.inFor queries, write to us at i3@cii.in | T: 0124-4592960 (Extn 293/442)

Institutional Partners

All India Council forTechnical Education

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A one-day Conference on Technology in Education themed “India: Realizing the UN Goal of Education for Sustainable Development” is being

organized in partnership with Microsoft, Intel and Hewlett-Packard”. Scheduled for August 29, 2016 in New Delhi, the conference will discuss “How technology can support inclusive and equitable quality education and promote life-long learning opportunities for all”.

The three technical sessions will be spread across school, higher and vocational education, in addition to the opening and the closing sessions. The three sub-themes of the conference are on Policy, People and Technology. The outcome of the conference will be a White Paper on Policy Recommendations on Technology in Education in India. Representatives from the Government, government agencies, educational institutes and industry are expected to attend the Conference.

For more details, contact: Ms. Karnika Bansal Tel No: 0124-4592960, Ext 291; Email : karnika.bansal@cii.in

In 2012, CII and the All India Council for Technical Education (AICTE) initiated the AICTE-CII Survey of Industry-Linked Technical Institutes also known as the IndPact Survey. It has an objective source of information with the core being the industry–academia collaboration in existence. Over the years, more than 3000 institutes have participated in this survey, assessed their performance and learnt where they stand vis-a-vis other institutes in different categories. One of the biggest attractions for the

Higher Educationinstitutes in this survey is the industry-sponsored awards and recognition they get for their work with industry.

This year the Award Ceremony will be held in New Delhi under the aegis of the India-UK Higher Education Summit on November 8, 2016. The Award Sponsor along with the Honorable Minister of Human Resource Development will give away the trophies & certificates to the best industry-linked technical institutes under 28 categories.

For more details, contact: Ms. Karnika Bansal Tel No: 0124-4592960, Ext 291; Email : karnika.bansal@cii.in

One consistent finding of the CII-AICTE IndPact Survey has been that less than 15% of the participating institutes have demonstrated high industry linkages while majority (70%) falling in the medium category and 15% in the low industry linkages category. To help these 85% institutes improve their performance and also to enhance the employability of their students, CII has started a mentorship programme for students, faculty and the leaders in the academia. The CII Mentorship Programme for Higher Education 'Global was launched at the

stExhibition on Services' 21 April. on The programme offers courses at subsidised rates and more courses are in the process of being added.

Some of the courses that the Faculty can gain from include International Engineering Educator Certification Programme and the CII Purdue NExT Programme. The programmes for the students include the CII Mentorship Certificate Programme and the CII Course on Personal Effectiveness.

For more details, contact: Ms. Karnika Bansal Tel No: 0124-4592960, Ext 291 Email: karnika.bansal@cii.in Website: www.ciihighereducation.in

Watch Out For

Awards for Best Industry-LinkedInstitutes

CII Mentorship Programme forHigher Education

CII Conference on Technology inEducation

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How do you build brands with global footprint? What are the key drivers for successful globalization? How can you scale excellence without compromising on innovation? These are only some of the questions explored by CII-Stanford Executive Education Programme on "Winning in Global Markets", offered exclusively to CEO's and senior Indian executives. This comprehensive programme, schedules from is packed with a December 4 to 9, 2016,thought-provoking curriculum and a focus on the strategic leadership skills needed to drive and sustain growth when becoming a global player.Participants will have access to some of the best faculty of the Stanford Graduate School of Business who have nurtured and educated successive generations of the world's most successful business leaders. In the classroom they will learn research-based management frameworks that provide the foundation for the programme, illustrated by several case studies. In addition to the world-class professors, recognized leaders from internationally operating corporations as well as family businesses will share their stories and provide invaluable real-world insight into critical management issues.

The programme is an opportunity to gain insights into practical approaches and tools to design a comprehensive strategy for internationalization, scaling and global branding. It also provides a platform to learn key skills and frameworks on leveraging business models, value chains, marketing as well as the organization's culture to compete globally.

For more details, contact: Ms. Neha Gupta Tel No: 0124-4592960, Ext 292; Email : neha.gupta@cii.in

CII's Annual Global Higher Education Summit called the University – Industry Congress brings together policy makers, industry captains and academic leaders on one platform for exchange of ideas and MOUs for concrete action and outcomes, aimed at improving excellence in higher education. CII is fortunate to have received the support and patronage of the Ministry of Human Resource Development in all the five previous editions of this initiative.This year the Higher Education Summit is being organized as part of a series of bilateral summits with the UK under the umbrella of India – UK Knowledge Summits. To be held on November 8, 2016 in New Delhi the theme for the Summit is Make in India, Think in India, Skill in India. With

high level participation expected from the UK this Summit will witness several bilateral dialogues, release of reports, award ceremonies and brainstorming sessions. An exhibition will be organized concurrent to the Summit. The Summit will deliberate upon India's New Education Policy, status of higher education in States and Union Territories, internationlization of India's higher education and research partnerships between industry and institutes.

For more details, contact: Ms. Karnika Bansal Tel No: 0124-4592960, Ext 291; Email : karnika.bansal@cii.in

The Seminar on Patentability of Software & Computer Related Inventions (CRIs) will be held on July 22, 2016 in Hyderabad and on July 29, 2016 in

Visakhapatnam. The seminar will provide a platform to get an overview of CRIs, problems and best approaches adopted worldwide in protecting the CRIs under Intellectual Property Rights (IPR) for the Software and IT Industry. It will also discuss the recent guidelines for examining the CRIs issued by the Indian Patent Office. The objectives of the seminar are to sensitize stakeholders on Software and Computer Related Inventions and their importance to the IT Industry and to understand best practices, various challenges involved, and recent developments in Protecting Software and Computer Related Inventions.

For more details, contact: Venkata Kiran Kumar Tel No: 9989498874

The 6 Edition of the 'International Symposium on Solid th

Waste Management' will be held on August 5, 2016 in Visakhapatnam. It will portray the latest trends in Solid Waste Management, create a platform for exchange of knowledge & experiences in the field, discuss immediate concerns related to MSW management and the way forward. The Symposium is a forum to deliberate several aspects of MSW Management such as Policy & Regulation, Public Private Partnership in Waste Management, Modern Techniques of Waste Management and Technologies for Waste Processing, Minimization and Utilization, Energy from Waste, Innovative Solutions, Sustainable Solutions, etc.

For more details, contact: Mr. Bethi Jyostna Tel No:9908272361

Watch Out For

CII-Stanford Programme on"Winning in Global Markets"

International Symposium onMunicipal Solid Waste Management

APTDC Seminar on Patentability of CRI

India-UK University –Industry Congress &Higher Education Summit 2016

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The Conference on Meat Processing Technologies to be held on August 9, 2016 in Hyderabad aims to provide a brief overview of opportunities and challenges in the sector. These are related to technology, innovation precincts, people & skills, natural and cultural amenities of the meat processing industry. The Conference aims to disseminate awareness on meat processing, to facilitate knowledge flow in the meat processing industry and to provide a platform to discuss the growth of this sector in India, to exchange information, share knowledge, support technology and innovations.

For more details, contact: Mr. M. Narender Tel No:9505006603

Functional Innovation is an integrated approach to creative ideation and problem solving which incorporates aspects from several well-known ideation and problem solving techniques. FI has been developed out of a research study that involved analyzing 30,000+ recent innovations and 10,000+ highly cited patents to identify common patterns and develop useful heuristics. The Functional Innovation Methodology is customized to products, process and business model that will enable participants to systematically generate ideas towards achieving innovation objectives identified. The Workshop on Functional Innovation is being organised on August 11, 2016 in Hyderabad

For more details, contact: Mr. M. Narender Tel No: 9505006603

India's biggest event on Intellectual Property Rights, the India UK Intellectual Property Summit will facilitate a conducive IP ecosystem in India and foster global

partnerships. Being organized to promote and protect IP in India, the Summit is themed” Intellectual Property Law & IP Enforcement” and will be held on November 10, 2016 in New Delhi. In line with the theme, the sessions will focus on protection of computer related inventions-a challenge for global trade; IPR in bilateral and multilateral S&T collaborations-essential for rapid growth of global innovations for humanity; Brand development of MSME for

sustainability, stability and competition-IPR may be the game changer and monetizing intellectual property through blending of technology, finance and market. The Summit expects to host leaders from the industry, government officials, policy makers, managers form law firms, faculty and students of IP Educational and Enforcement Agencies. An Exhibition as well as the CII Industrial IP Awards are planned alongside the Summit.

Over the last ten years, CII has taken the lead in fight against counterfeiting and piracy and has conducted numerous orientation sessions on anti-counterfeiting and anti-piracy. With an objective of building a strong and prolonged partnership between the right holders and enforcement agencies and to strengthen co-ordination between them, this year CII is organizing a series of interactive sessions for the enforcement bodies in the different parts of India.

For more details, contact Ms. Nabanita Mukherjee Tel No: +91-124-4014060 E-mail: nabanita.mukherjee@cii.in

IP Awake is a CII-DIPP Road Show on IPR & National IP Policy which will be held across the country in July 2016. The cities where these 12 Road Shows will be hosted

include Surat, Goa, Haridwar, Lucknow, Indore, Visakhapatnam, Puducherry, Bhubaneswar, Panaji, Trichy and Mangalore.

This Roadshow is expected to be attended by senior executives from Corporates and MSMEs, scientists and researchers, innovators - Startups – entrepreneurs and professionals from various functional areas. The aim is to enable attendees with skills required to identify and protect their IP and reap the benefit thereof.

The CII-DIPP IPR Roadshows will provide a platform to learn IPR basics and how they can be used as strategic and business tools for the growth of an organization. The overall objective of the IPR Roadshows is to create awareness and improve factual understanding on implications of IPR, sensitize participants about the different forms of IPR and how it can promote entrepreneurship. The Roadshows will also Highlight the National IPR Policy and its objectives.

IPFC Ahmedabad IP Awake

Watch Out For

Meatbiz2016:Conference on MeatProcessing Technologies

India-UK Intellectual Property Summit

Discover Innovation –A Workshop on Functional Innovation

IPR

Interactive Session with Police andCustoms Officials on IPR Enforcement -Best Practices

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The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the development of India, partnering industry, Government, and civil society, through advisory and consultative processes.

CII is a non-government, not-for-profit, industry-led and industry-managed organization, playing a proactive role in India's development process. Founded in 1895, India's premier business association has over 8000 members, from the private as well as public sectors, including SMEs and MNCs, and an indirect membership of over 200,000 enterprises from around 240 national and regional sectoral industry bodies.

CII charts change by working closely with Government on policy issues, interfacing with thought leaders, and enhancing efficiency, competitiveness and business opportunities for industry through a range of specialized services and strategic global linkages. It also provides a platform for consensus-building and networking on key issues.

Extending its agenda beyond business, CII assists industry to identify and execute corporate citizenship programmes. Partnerships with civil society organizations carry forward corporate initiatives for integrated and inclusive development across diverse domains including affirmative action, healthcare, education, livelihood, diversity management, skill development, empowerment of women, and water, to name a few.

The CII theme for 2016-17, Building National Competitiveness, emphasizes Industry's role in partnering Government to accelerate competitiveness across sectors, with sustained global competitiveness as the goal. The focus is on six key enablers: Human Development; Corporate Integrity and Good Citizenship; Ease of Doing Business; Innovation and Technical Capability; Sustainability; and Integration with the World.

With 66 offices, including 9 Centres of Excellence, in India, and 9 overseas offices in Australia, Bahrain, China, Egypt, France, Germany, Singapore, UK, and USA, as well as institutional partnerships with 320 counterpart organizations in 106 countries, CII serves as a reference point for Indian industry and the international business community.

Confederation of Indian IndustryPlot No. 249-F, Udyog Vihar Phase IV, Sector 18, Gurgaon, Haryana 122015

Tel: 0124-4014060E-mail: knowledgeconomy@cii.in

For further details on any of the activities or for providing inputs, please write to knowledgeconomy@cii.in

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