Innovation Driven Competitiveness: Synergizing Make in India and Skilling India

Dr. Sanjay Tiwari1

Introduction

Competiveness has attracted the attention of policy makers in recent past as the

economic growth is associated with the productivity a country able to generate using all

resources and sustaining the same for securing position in world. There are factors

affecting competiveness but the countries which are capable to brand and sell their

products and services to the world market are more competitive than others. The

survival of countries become more deterministic provided these are competitive globally.

After two decades of economic reforms including liberalization and globalization of

economy, India’s foreign trade is about 1% of the world trade and despite being the

largest economy of the world in terms of demographic dividend, growth potential, huge

market, service-led economy and upward urbanization trend, India has slipped on

Global Competitiveness Index (GCI) over the recent years starting from 2005 to date.

According to the Global Competitiveness Report 2014-15 by World Economic Forum

(WEF)-covering 144 countries-India has lost its global competitiveness position to 71st

as measured by GCI –a drop of 11 positions since the last year and which is even

lowest among its peer BRICS countries whereas China has gained 28 th, Russia on 53rd,

South Africa on 56th and brazil has got 57th in the group leaving India at the lowest. The

WEF’s GCI is based on scores of the 12 pillars such as institutions, infrastructure,

macroeconomic environment, health and primary education, higher education and

training, goods market efficiency, labour market efficiency, financial market

development, technological readiness, market size, business sophistication and

innovation. It is alarming to learn from the data that the declining trend in GCI is

continued from the year 2007 onwards when India had 48 th rank which became 50th

1 Faculty Member, Haryana School of Business & Course Co-coordinator, Management Prograrmmes (DDE), Guru Jambheshwar University of Science & Technology, Hisar-125001(Haryana)E-mail: stiwarigjust@gmail.com, stiwarigju@rediffmail.com

after a year and 71st this year while China, Russia and Brazil have improved their GCI

rankings over the years. WEF defines competitiveness as “the set of institutions, policies,

and  factors that determine the level of productivity of a country.” Whereas, productivity

determines the ability to sustain the level of income of a nation as well as it decides the

return on investment and return on investment in turn decides the economic growth

potential of a nation (WEF). A review of literature available on the increasing

competitiveness of China and other countries reveals that innovation and R&D has

played important role in enhancing market reach of their products and main reasons

behind their global presence. The New Manufacturing Policy (2012) aiming at a

manufacturing contribution of 25% to the GDP by the year 2022 and the PM Modi’s

dream vision of Make in India and Skilling India need to be re-looked from the

competitiveness perspective as the success of these initiatives will largely depend on

the innovation and R & D investment in future. The main hypothesis of writing this piece

of paper is that “India can improve its global competitiveness position by synergizing the

Make in India and Skilling India through rate of returns received from investment on

Innovation and R & D”. The biggest challenge for achieving higher level of GCI lies in

how to make Indian products globally competitive and how to ensure innovation led

models in educational institutions and other areas?

In view of the above the present paper is authored with the following objectives:

To analyze the existing position of India in terms of global competitiveness

To examine the factors affecting competitiveness

To discuss the role of innovation in enhancing competitiveness

To suggest a roadmap for bringing convergence between Make in India and

Skilling India

The paper is a proposition paper based on the review of literature available including

reports of national and international organizations, government publications, working

papers, research papers, research studies of established private research organizations

and data available in public domain.

I. India and Global Competiveness

After initiation of economic reforms in 1991, an influx of funds, technology, market,

expertise and skills entered into India and on similar lines the vice-versa took place.

From a closed regime of socialist economy to a more open and liberal regime, the

transformation of India has witnessed sustainable growth rates barring some period of

political instability. But the measure of global competiveness i.e. Global Competiveness

Index has been oscillating in lower trajectory. What may be the reasons for it? Before

answering the query it would be pertinent to know the relative performance of India in

terms of global competitiveness over the years.

Table 1: India’s Global Competitiveness Position over the years(2005-06 to 2014-15)

Index/Year 2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

2011-12

2012-13

2013-14

2014-15

GCI 45(117)

43(125)

48(131)

50(134)

49(133)

51(139)

56(142)

59(144)

60(148)

71(144)

Basic Requirement

60 74 80 79 81 91 85 96 92

1st

Pillar :Institutions

34 53 54 58 69 70 72 70

2nd Pillar: Infrastructure

62 72 76 86 89 84 85 87

3rd Pillar: Macro-economy

88 109 96 73 105 99 110 101

4th Pillar: Health & Primary Education

93 100 101 104 101 101 102 98

Efficiency Enhancers

41 31 33 35 38 37 39 42 61

5th Pillar:Higher

49 63 66 85 87 86 91 93

Education & Training 6th Pillar: Market Efficiency

21 --- --- --- ---- --- ----

6th pillar : Goods Market Efficiency

47 48 71 70 75 85 95

7th Pillar: Technological Readiness

55 --- --- ---- ---- ---- ---- ----

7th Pillar: Labour Market Efficiency

89 83 92 81 82 99 112

8th Pillar : Financial Market sophistication

--- 34 16 17 21 21 19 51

9th Pillar : Technological Readiness

69 83 86 93 96 98 121

10th Pillar: Market Size

5 4 4 3 3 3 3

Innovation Factors

26 26 27 28 42 40 43 41 52

8th Pillar: Business sophistication

25 --- --- ---- --- ---- ---- ---- ---

9th Pillar: Innovation

26 --- --- ---- --- ---- ---- ---- ----

11th Pillar Business Sophistication

--- 25 27 27 44 43 40 42 57

12th Pillar: Innovation

26 32 30 39 38 41 41 49

Source: Global Competiveness Reports of respective years, WEF, Geneva Note: Figures in parentheses show number of countries surveyed

A look at the ten years data of global competitiveness index (GCI) reveals that during

the last decade India has slipped her position and trend is continued (table 1). Indian

economy is placed under the sub-index i.e. Basic Requirement Index under which four

pillars namely institutions, infrastructure, macro economy and health & primary

education have been included. On this front too, the position from 60 th in 2006-07 to 92nd

in 2014-15. These pillars reflect the working and performance of our institutions such as

protection of minorities shareholders’ interest, judicial independence, strength of

auditing & accounting standards, property rights, business cost of crime and violence,

efficacy of corporate bonds, burden of government compliance, public trust of

politicians, reliability of public service, ethical behavior of firms and organized crimes

etc. the pillars related to infrastructure are; overall infrastructure quality such as railroad,

road, port, electricity supply and telephone lines. Third pillar constitutes the factors such

as; government budget, national savings, inflation, govt. debt and country’s credit rating

etc. Under the fourth pillar there are factors such as; malaria, TB cases, business

impact of Tuberculosis, business impact of HIV/AIDS, infant mortality, life expectancy,

quality of primary education and enrollment in primary education. Efficiency enhancer

index is composed of six pillars i.e. higher education and training, goods market

efficiency, labour market efficiency, financial market sophistication, technological

readiness and market size. Except market size, the position of India has come down on

all sub indices during the last ten years of observation (table 1). India is placed under

the head of a factor driven economy where basic requirement index containing four

pillars are prominent. The most problematic factors for doing business in India are ;

inadequate supply of infrastructure, inefficient government bureaucracy, corruption, tax

regulations, policy instability, restrictive labour regulations, inflation and access to

financing (GCRs or respective years). A positive macro economic outlook as reflected in

Deloitte’s Report (2014) observes that “India made substantial headway in the past

decade, recording an annual average growth rate of 8.3 percent from 2004 to 2011.

Robust growth, combined with strong demographics, helped India emerge as a new

global economic player and brought recognition as one of four emerging nations with

the potential to become an economic powerhouse by 2050.”

II. Factors Affecting Competiveness : Indian Context

Competiveness is a comprehensive term encompassing productivity of a nation in any

way. Hence, the factors which affect the productivity also have an impact on the

competiveness. Various studies and review of literature show macro economic and

strategic factors which influence the competiveness. Classical theory focused factors

of production such as land, labour and natural resources as the drivers of

competitiveness of a nation while Porter finds it inappropriate to define competitiveness

solely on the basis of exchange rates, interest rates, cheap and abundant labour,

bountiful natural resources, government policies or management practices and includes

evaluation parameter for competiveness of a nation must include parameters like global

strategy, foreign investments, segmented market, differentiated products, economies of

scope and scale, innovation etc. Productivity (and thus competitiveness) is viewed as a

function of political, legal and macroeconomic context. Cost of doing business is

another important factor impacting competiveness. Five factors which would make Asia

to compete in the third industrial revolution identified by the Institute of Competitiveness

in its White Paper are; Innovation and the talent which drives innovation, Energy, Input

costs (whether they are labour cost or material Cost), Infrastructure, Government taxes

and fiscal policy. As far as the index of doing business in India is concerned as reflected

by World Bank Reports on Ease of Doing Business, India is constantly losing her

ranking (Table 2). In other words the ease of doing business in India is getting tougher

year on year. According to this report by World Bank it took 12 procedures and almost a

month to register a business in India. Besides, taxes for a typical registered firm

amount, on average, to 63 per cent of profits.

Table 2: Year-wise ranking of India in Ease of Doing Business (2006-15)

Year Ranking2006 116(155)

2007 134(175)

2008 120(178)

2009 122(181)

2010 133(183)

2011 134(183)

2012 132(183)

2013 132(185)

2014 134(189)

2015 142(189)Source: Report on Doing Business, World Bank (various years)Note: figure in parentheses show number of economies/countries

III. Innovation driven CompetivenessInnovation is the key to growth and sustainability as Kapoor (2015) admits “an

innovation-driven economy not only increases industrial efficiency but also ensures

long-term sustainability of growth and competitiveness of the nation”. One of the major

factors contributing to the growth of Indian economy is service led growth during the

past 23 years. Among service sector growth software, IT, ITES and BPO have created

value addition to our export income. The contribution of manufacturing during the two

decades has hovering from 14% to 16% (fig.1).

Fig. 1: Manufacturing in India during 20 years (as %age of GDP)

19911993

19951997

19992001

20032005

20072009

201112.5

13

13.5

14

14.5

15

15.5

16

16.5

17

%age contribution of Manufac-turing to GDP

Table 3: Manufacturing Sector’s Lackluster Growth

Top five largest manufacturing sector

Share of GDP (%age during 1990 to 2013)

Basic metals & metal products 3.2Textiles, leather & clothing 1.9Food, beverages & tobacco 1.8

Chemicals 1.5Coke & refined petroleum products 1.4Source: Oxford economics (Global Industry Databank August, 2014)

In India, this sector has experienced only lackluster growth so far, with its share

remaining constant at around 15 percent over the past three decades (Table 3). The

basic metals and metal products industry was the largest industry in the manufacturing

sector during 1990-2013 (at around 3 percent of GDP), while the shares of all the other

manufacturing industries remained below 2 percent of GDP (Deloitte, 2014). The

character of Indian manufacturing is currently labor-intensive and primarily specializes

in low-end industrial products, which are either engaged in assembly line production

and/or require very little innovation. For example, low-scale industries, such as furniture

manufacturing and repair and installation of machinery, were among the fastest-growing

sectors over the last two decades (Table 4). The Economic Survey (2014-15) has

identified four factors for non development of manufacturing as an engine of economic

growth – Distortions in Labour Market; Distortions in Capital Market; Distortions in Land

Market; and Specialization not in line with India’s comparative advantage in unskilled

labour.

Table 4: Manufacturing Sector low in value chain grew at faster pace

Top fastest growing manufacturing sectors

CAGR(%) 1990-2013

Furniture manufacturing 17.6Transport equipment (excl auto) 12.6Automobile manufacturing* 11Electrical, optical, machinery and apparatus

9.2

Repair and installation of machinery & other manufacturing

8.2

Source: Oxford economics (Global Industry Databank August, 2014)*Includes only passenger vehicles, commercial vehicles and their components, excludes two and three wheelers

Manufacturing sector has not grown as compared to service and this may be due to

non-competiveness of our manufactured goods in international market. China has

surpassed even developed countries in manufacturing as its spending on R & D is

about 2% of the GDP whereas in India it is a meager 0.9% of GDP. Since the

competiveness greatly depends upon the innovation in design, usage and branding of

the manufactured products which possible through heavy investment in R & D activities.

As manifested in India’s Science, Technology & Innovation Policy, 2013 “A strong and

visible Science, Research and Innovation System for High Technology led path for

India” (SRISHTI) is the main goal. During the 2010 Indian Science Congress, 2010-20

was declared “Decade of Innovations” and the National Innovation Council was

established. The STI Policy 2013 is in furtherance of the declaration and aims to bring

fresh perspectives to bear on innovation in the changing context. India’s global

competitiveness will be determined by the extent to which the STI enterprise contributes

social good and/or economic wealth (STI Policy, 2013).

To enhance the manufacturing competitiveness, India should focus on spending more

on research and development, bringing innovation in manufacturing, developing more

and more clusters, establish a trust between government, industry and society, focus on

“green” manufacturing techniques, disciplining the Indian talent, tap the manufacturing

potential of India, climbing the premium charging ladder, focus more and more on

customization, bringing stability in policies and tax regimes, focus on long term

planning, improving the supply chain etc (White Paper, Institute of Competitiveness).

IV. Converging Make in India and Skilling India: A Roadmap for Achieving Competiveness

For achieving competitive advantage, five factors are in favour of India such as; huge

demographic dividend, growing middle class driven consumerism, accelerating pace

of urbanization, massive manufacturing potential and skill based education

orientation. The question here is that how a convergence of all factors is made

possible?

Reaping the Demographic DividendTalking of demographic dividend, India will become the youngest nation of the world

by the year 2030 which is being termed as the strong demographic dividend. A

relatively young and growing population, a sizeable educated workforce, and an

emerging middle class contribute to the country’s competitive advantage. India has a

large workforce; more than 60 percent of the population belongs to the working age

group of 15–59 years, and another 30 percent is waiting to join the labor force in the

next one-and-a half decades. Nearly half of India’s working population will belong to

the 30–49 age group in the coming years, which implies that India will experience a

boom in its most productive share of the population—at the same time that this

segment of the population will be declining in China and in the United States

(Deloitte, 2014). According to the same report India ranks second, after China, with

respect to the total number of students who graduate university every year (5.34

million in FY2014) and has the world’s largest employable graduate population. About

25 percent of the workforce consists of domain experts such as doctors, lawyers,

statisticians, chartered accountants, and mathematicians.

Table 5: Workforce Requirement during next decade

Year GDP Growth Rate

Sector-wise Projected Employment (in million)

2011-12

Agriculture Manufacturing

Service Total

9% 229.2 105 153.5 487.7

7% 225.4 102 149 4 476.4

5% 221.5 99.1 144.6 465.2

2016-17

9% 240.2 126.2 189.5 555.9

7% 232 116.8 174.8 523.5

5% 224 108.1 161.2 493.3Source: NSDC

Twelfth Planning Commission (2012-17) has estimated that 50–70 million jobs will be

created in India over the next five years and about 75%–90% of these additional

employment avenues will require some vocational training (FICCI, 2012). The government has identified 20 high-growth sectors of industries and services that have the ability to provide expanded employment. It consists of 10 high-

growth sectors on the manufacturing side and an equal number on the services front. Out of these, the key sectors are manufacturing, textile, construction, automotive and health care. It is necessary to develop proper skill training mechanisms as the skill sets that are required in the manufacturing and services sector are different from that of the agriculture sector (FICCI, 2012). Tapping middle class-led consumer market

The Organization for Economic Cooperation and Development (OECD) estimates that

by 2039, the middle class will constitute as much as 90 percent of India’s population

and according to the Deloitte Center for Financial Services, total high-net-worth

households (more than US$1 million) in India are set to almost triple from 2010 to 2020

to about 700,000 households, with their total wealth holdings rising by more than five

times during this period (Deloitte, 2014). The growing middle class in terms of numbers,

income, life style and aspirations are seen as speed boosters of growth. To fulfill the

needs of domestic market created by the middle class Indians, manufacturing in India

has become a necessity for curbing the import pumped external debts. India cannot

afford to be more dependent on the imports of consumer items from abroad at

exceptionally higher prices and quantity. Make in India drive will lead to entrepreneurial

incubations and manufacturing for large domestic markets and export income provided

it is led by innovation based models of product design and development.

Urbanization trends and Smart Cities

The government blueprint to establish 100 smart cities is expected to drive digital manufacturing; the broadband services user-base in India is expected to grow

to 250 million connections by 2017, there will be multiple Indian players launching 4G

services, and India is likely to have 10-15 million 4G subscribers by December 2015,

the Indian Big data market will reach $1 billion by 2015, and the analytics market could

reach $2.3 billion by the end of 2017-18, 1000 TV channels, 1000 films a year, 20

languages, 6 DTH platforms, 5,000 cable operators, multiple, OTT players, 300 million

digital subscribers, 5,000 digital cinemas, dedicated agricultural, health and educational

broadcast and content initiatives, the government has laid emphasis on the need to

develop a domestic base for telecom equipment manufacturing. India’s ICT equipment

consumption is expected to touch 11.5% of the global market by 2015. By the year

2020, the total demand for various types of telecom equipment will be around US$ 34

billion, the public cloud market will reach to $1.9 billion in the country by 2018 with a big

push from the government’s digital India programme, a growing middle class and

increasing affordability will expand the consumer durables market at a compound

annual growth rate (CAGR) of 14.8 per cent to US$ 12.5 billion in FY15, India will

exceed 200 million smart-phone users, topping the US as the world’s second largest

smart-phone market by 2016, India is one of the fastest-growing e-commerce countries

in Asia Pacific along with China, with a CAGR of 35 percent and USD 100 billion market

in 5 years, innovative applications like smart cars, smart homes, smart metering, remote

management and industrial data collection will be major revenue drivers for service

providers, the Indian IT outsourcing sector will register a growth between 13% and 15%

in 2015, the Indian app market is worth USD 150 million, and is likely to grow by more

than four times to $626.23 million by 2016, the global gaming industry is valued at about

USD 72 billion, of which video gaming is pegged at around USD 22 billion. The video

games industry in India is expected to grow to about USD 776 million by 2017, security

and surveillance, remote monitoring of ATM machines, home automation, traffic

management, retail, logistics, grid energy, etc. will facilitate optimization of resources

(NASSCOM).

Skill Based Education OrientationInnovation driven educational set is the pre-requisite of bringing globally competitive position. On innovation driven research our President Pranab Mukherjee once opined “India’s priorities for research and innovation should be

conditioned by our socio-economic realities. The Indian innovation strategy should focus

on generating ideas that promote inclusive growth and benefit people at the bottom of

the socio-economic pyramid. Our higher academic institutions should play a vital role in

inclusive innovation. They should mentor grassroots innovators for development of their

ideas into useful products”. But unfortunately, the higher education set ups in India are

not promoting innovation driven research as no Indian university stands among 200 top

universities of the world according to the Quacquarelli Symonds (QS) list- the most

reputed global ranking of institutions for higher education. The public expenditure on

higher education in India is very low at 0.6% of the GDP, compared to 2.7% in the USA.

India accounts about 3 % of USD 1.6 trillion of global gross expenditure on research

and development (GERD) in PPP (purchasing power parity), which is around five times

lower than that of China (Economic Survey, 2013-14). The Chinese GERD witnessed a

dramatic increase from one per cent to 1.84 per cent of GDP in the last decade. In

2012, Japan spent 3.26 per cent, South Korea 3.74 per cent, and Singapore 2.8 per

cent. R&D in higher education has been the prime victim of policy paralysis. There are

over 600 universities and 30,000 colleges with a GERD of around 18. Though

universities contributed 52 per cent of the total national research publication output in

the last decade, they were allocated a dismal 4.1 per cent of GERD. In fact, this has

been the case for six decades since independence (Krishna, 2014). At the lower end of

skill sets, the sector wise demand is exhibited in table 6 below.

Table 6: Sector-wise skills in demand

Sector Key skills in demand Textiles and clothing Power loom operators, apparel

manufacturing, fashion design, QA, knitwear manufacturing, sewing machine operators

Building and construction industry Crane operators, electricians, welders, masons, plumbers, carpenters, painters, etc.

Auto and auto components Auto OEMs, auto component manufacturers, drivers, sales, servicing, repair, financial services sales, insurers/valuers

Organised retail Shop floor executives, back-store operations, merchandising

Banking, financial services and insurance Financial intermediaries (including direct selling agents), banking and insurance (including agents), NBFCs, mutual funds

Gems and jewellery Jewellery fabrication, grading, faceting, polishing, cutting

IT and ITeS IT – Software engineering, maintenance and application development , end-to-end solutions, infrastructure management, testing, etc. ITeS – BPO, KPO – Legal, medical, STM, analytics and research

Leather and leather goods Tanning, cutting, clicking, stitching, lasting, finishing

Furniture and furnishings Carpenters & operators engaged in stitching, sewing, stuffing

Electronics and IT hardware Computers, telecom & consumer electronics; manufacturing, sales, servicing/after sales

support of electronics goods; high-tech Tourism and hospitality services Front office staff, F&B services and kitchen

and housekeeping staff, ticketing and sales, tour guides

Chemicals and pharmaceutical Industrial and chemical manufacturing attendants, manufacturing assistants, lab attendants, equipment operators, sales process attendants, personnel

Food processing sector Operation of power machine, packaging, bakery, cold storage and transportation, ice-cream manufacturing, slaughtering, preservation techniques, disposal, drying/radiation, preparation of concentrates manufacturing of edible oil

Healthcare Doctors, nurses, technicians and paramedics

Media and entertainment Directors, cinematographers, editors, script writers, artists, producers,

Transportation, logistics, warehousing and packaging

Truck drivers, loading supervisors, warehouse managers, pilots,aircraft maintenance, air traffic control, instructors, safety and security

Source: IBEF, 2013

There is a need to step up our expenditure on research to pursue large-scale

innovation. The private sector, which contributes one-fourth of our country’s expenditure

on research and development, should increase their share of spending to levels

prevalent in nations such as Japan, US and South Korea. Skill gap as shown in demand

supply of our graduates from universities and colleges is also widening and according to

authenticated reports and surveys employability is a major challenge. A study

conducted across 6 cities in India found only 23% of MBA students as employable,

when assessed for good abilities and communication skills. Similarly, a study of

engineering graduates found employability percentage varying from less than 3% to

about 41% across different sectors (Accenture, 2013). According to National

Employability Engineering Graduates Annual Report 2011, employability of engineering

graduates across sectors in percentage is; 17.45% in IT services, 2.6% in IT products,

9.22% in KPO, 36.57% in hardware networking and 40.69% in BPO. Is our higher

education system prepared for producing skilled human capital which is not only

employable but also demanded abroad?

How to bring a convergence between Skilling India and Make in India?

Though the government has initiated various agencies in making skill India successful

by setting up of National Skills Development Corporation (NSDC) which has identified

21 high-growth sectors (including the unorganized sector) to provide expanded

employment, the benefits are yet to be realised as number of employable graduates in

engineering, technology and management disciplines are very less. Currently, 59

corporate houses/private players/private education institutes are associated with NSDC

for imparting vocational education and training in India. NSDC has formed 14 sector skill

councils (SSC) to complement the existing vocational education system for the sector in

meeting the entire value chain’s requirements for appropriately trained manpower in

quantity and quality across all levels on a sustained and evolving basis (FICCI, 2012).

There exists a disconnect between primary, secondary, higher education and research

institutions in the country as far as imparting skills is concerned. Institutions of higher

learning should take lead in establishing a backward forward integration with skill and

vocational training providers ITIs and polytechnics. The curricula of various academic

programmes in universities and colleges need to be linked with skill specific modular

courses in consistent with industry and market requirements. Cluster approach of

development as propounded by Michael Porter must be propelled to attain global

competiveness because clustering of interconnected companies, specialized suppliers,

service providers, firms in related industries, and associated institutions (e.g.

universities, standards agencies, trade associations) in a particular field that compete

but also cooperate. For example if a cluster is developed in textile technology, then

most of the related companies, educational institutions and skill impartation should be

in the area of textile technology coupled with research work in that area.

Conclusion From the above discussion it is obvious that on one hand there is a need to converge

Make in India and skilling India but on the other for achieving global competiveness, the

focus should be on innovations. Unfortunately, despite all government efforts and policy

initiatives, the position of India on Global Competitive Index is slipping down year on

year. The reasons may be many but the prominent one is that India is spending only

about 1 % GDP on research and development (R&D) which is very little as compared to

other countries. Without innovation no research can be made feasible and useful in

generating wealth. The traditional structure of course curricula need to be revisited in

the light of new advances in technology and consumerism. The focus will be on product

design and development which are cost effective as well as adoptable by larger

population of the world. This can be done by removing the gap of disconnect among

high reduction, research, vocational and secondary education. Digital manufacturing,

Skilling India, Make in India, Smart Cities and Swachcha Bharat Mission need to be

converged together in order to gain competitive edge as each is interrelated in domain

and functionality. Broader reform in education is the need of the hour where research

and development driven by innovation must be prominent. On GCI rankings over the

years Indian economy is considered as factor driven economy represented mainly by

basic requirements sub index including four pillars such as institution, infrastructure,

macro economy and health & primary education and to take it from this stage to

efficiency enhancer and innovation factors stages, an integrated approach is necessary

requiring culmination into a synergy of all efforts into what is termed as global

competiveness driven by innovation.

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