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Innovation for High Performance
Date Wednesday, 9 June 2010 (10.00 am - 5.00 pm)
Hotel Deccan Plaza
36, Royapettah High Road, Chennai-14
• The Platform
Innovation or the lack of it - often determines the future of organizations, The effects of not coming to terms with the need of innovation are profound. going well beyond the financial health of a given company. extending into the entire social and economic vitality 01 an industry. a region and a country, "Best way to predict the luture is to create n" - said PetarE Drucker
The fastest growing companies, by far in innovation spending, are headquartered in India and China, According to Bloomberg data, the five year growth rate in this region for 2003· 2008 was 32%. I ndi an Com pani es have come to an unde rstanding that innovation today is a key driver to growth. I nnovalio n in todays context is broader lhan "Product innovation" or "Services innovation", It's really as broad as innovalion in ones business model. It is essential to build the creative and financial capacity to invest in new market opportunities and new ways to delivery products and services.
Why innovate now? How does innovation relate 10 slrategy, revenue and profit grolVlh, decision making, customer relationships, etc? What capabilities do we need to innovate? How do we innovate?
These questions and many others will be addressed in the One day seminar on "Innoval.ion tor High performance" conducted by Madras Managemenl Association in association with Technology Business Incubator - University 01 Madras and Konrad Adenauer Foundation,
• BUSiness Session I
It is im perative to in n ovate now
Inn ovati on today is c naracte nzec by the ability to perceive the wor! d in new ways. to find hidden patterns. to make connecUons beween seemingly unrelated phenomena, and to generate solutions. Generating tresh solutions to problems. and the ability to create new products, processes or services tor a c,hanging market, are part onne intellectual ci\pilai that give a company its com petitive edge.
• BUSiness Session II
Translorming Scientists into Innovators
As they say, India has many scientists but few innovators. Scientists, typically, are supreme experts in their niche technology area, With specialization comes the
psychological inerta of core competence. Also, the snc-ec approach of separating R&D, Business, Sales and Delivery functions in enterprises prevents the flow of formative ideas. Cross-technology and cross-functional teams can radically transform the innovation quotient of even brilliant minds.
• Business Session III
The Innovative Organization - New Age urqanizatianal Forms
The wo~d has changed rapidlY Inlhe pastfew decades. Li near organizations tendlo stru ggle in a ncn-l i near environ me nt. New forms of 0 rg an ization s, mu ch batter suited to todays complex and connected world and its needs, have emerged. Some companies have the right processes at place, but employees dent trust and cooperate with each other. Other companies encourage and a close kn~ culture but lack the systems and processes to wring innovations out oftheir staff. Innovations have lead companies to have a perfect loose tight balance. Looseness when ~ comes to creativity and tightness when it comes to decision making.
• Business Session IV
Excellence in Innovation Ecosystems
Many organizations now consider innovation to be a non-negotiable theme in their strategies for achieving sustainable competllive advantage, They continue in their relentless search (in isolation?) for innovation excellence, which is the holy grail in the wo rid of innovation. Very few organizations have demonstrated i nnovati 0 n excell en ce and fewer still 0 n a contnu i ng basis. 0 n a high er plane, we do reeogn ize the necessity of making organization-based innovation flourish, and also wish to achieve excellence, at a systemic level. This is possible using both structural and behavioural'inlrastructure". II innovation excellence is sought at a systemic level, and not in isotation, we ought to think in terms 01 enabling the evolution 01 innovation ecosystems. When organization-level innovation systems that work in isolation are coordinated and synchronized to result in wholesome solutions to customers' needs and expectations, innovation ecosystems breathe their ea~y signs 01 life. But, how can excellence be achieved in innovation ecosystems? Business Session 4 of this Seminar will present liT Madras' approach to build both structural and behavioural "infrastructure" for enabling excellence in an innovation ecosystem.
• Business Session V
Market Innovation applies the principles of free trade to the marketplace for new ideas, enabling the laws of comparative advantage to drive the efficient allocation of R&D resources. By collaborating with outsiders, including customers, vendors and even competitors, a company is able to import lower-cost, higher-quality ideas frornthe best sources in the world. This discipline allows the business 10 refocus Rs own inn ovation resou rces where it has clear com pelitJve advantages. The company is also able to export ideas tllat other businesses could put to better use, raising cash foradditionat Innovation investments.
09.30 am Registration
10.00 am fn",()Cation M. Pa~m'i'
10.03 am Ughting of KuthuvilalOOJ
10.05 am WelC<lme Address Dr G Gangi Red~i
TeohllOlogy Business Incub'to[ (TBI)
Uni"mlty of M,dras
10.10am IntroduclOry Aem,rI<$ M r R Ragh uttama RaG
Madras Management AssoclatlGn
10.20 am KeyllO" Address M r L R Nalarolan
Titan Industries Ltd (Jewellery Division)
10,45 am Inaugural Address ColO, G Thl,u •• sagam
Unl"mity of Madras
n.tuam Vote of Thanks Gp Capt R Vija,akuma" VSM
Madras Management Associ.lion
n.ts am TeaICoff.e Nelwor1<ing 11.45 am
01.15 prn 02.15 pm
04.00 prn 04.15 pm
05.00 pm ~5.05 pm
Business Sess'jon I
It is im~erative ID lllnovate now
Mr Upend ra Sai M,nagor Emst& Young
Busln ... Se,,'onJl Dr T V L Ha,oslmba Ra.
TranslOlming Scl'nll," lmo Inno"",o" Head - AEG Depl, Advaooed Eogg Group Sumlar,m-C!,yton Ltd
Busl"", S."lon III
The In"""ti" Org,nization . Ne" Ag. Organizational Forms
Business Session IV
Excellence in Inl'l(lvation Ecosystems
T.alCoft .. Networ1<ing Business Session V Marketing InnO\1lltions
Vote of Thank$ semnar End,
Mr Karlhlk'i" I,,, Fooncrer Director, Co-Crafter CraliUi Consulting. Ilangalore
PrOI L S Ga neSh }
Prol L Prakash Sai
Mr N Kannan ur Madras
Dr Sondhyo Shekar
Mr Ral' V"atharalu Promoter Id'lIIiIJDeslgn P'ltlld
Kindly send your nomination to I
;l';'i':f!; Madras Management Association MAHAGE MEHI MMMAHouse"l 148-tc: Ok! Mah.abalipurarn Road A$$O(: I" liON Thora!pakkam, Chennai -600 097
- •• _ .. ~- P 2496 21661 F 2496 2177
mm3@lIsnJ.oom I 'IIM'W.rnmadlennal,org
Madras Management Associatron (MMA) was. esLabl[she<l In 1956 with the prime objective of prolOOting manage-men. education, training and development activilies in this pan of the country, The vision of MMA ~ '"To be the Fountainhead of Wor1dclass Management Excellence inlooia-.
Over the past 5 decades. MMA ,!\as striven for development and nurturing management e:xpert~se, oombinfng Indian ethos with Inlemalion,al Mal'1agement llloughts and practices. The Madras Management Association is the largest affiliale association of the AJI India Management Associalion in thB country. M MAhas been judged the best local Management Association continuously fOf a period of five years ill recognition of its e,xce:llent all round activities in propagating the message of protesslonal manage-menl in all facets of business. commercial and industrial activities_ The Association was also awarded the "Naunnal Excellence Award" for 2007-08_
Apart from corporate leaders, MMA has" in its. M.a naging Committee, d'Je Vice Chancellors of Madras Un;verslty 8. Anna U'lli'l,l'l3:rsity, thi} Directors of liT M;adra,s and' IFMR and 1119 Chief S8Cff1'la_ry, Government of Tamlnadu, as members.
• About Technology Business Incubator (TBl- UoM) 'EnltepreneutShip is the professional application of knowledge, skills and compelencies and lor moneUzing a new idea, by an indt'Vi<fual or a sel of people by launching an enletptise de novo or diversifying from an existing one, thus to pUfst.Je growth while generaling wealth, employmenl and sooialgood' .
• _ TBI al University of Madras, a joint initiative with the Department of Science and Technology (OST)" Government of India has been functioning s.ince 2006 al Taramaoi CamplJs wilt! the objecliVe or promoting entrepreneurship in .he fie1d of Hetbal and Blolech PfO<iuCIS ror PMrma Indu.lIy, Also as Tee~op",neur Promotion Programme (TePP) Outreach Centr'e. an initiaUve of Oepartmenl of Scienlfflc ana Indu:Slrial Research (OSIR), Go~mmenl orlndia Tel, University or Mad'as ... been "."I<lng on:
... To promola and support untapped oreativily of citizens of India,
... To assist in r'lOVators to become teonr\ology based emreprenecrs
... To piOvide finandal support (gra.nts) to. indMdual ii\i\ClI/ators for converting their ideas Into co,nc:eptual prol.otype and lo'r w--orking models .
The Konrad Adanauor Foundation (KAF) was established in 1964. In legal terms. it is a Jegislered association and is recognised as a ncn-proflt making of9a nleatlon with a charilable status. Its work is financed by public funds provided byOle German parliament.
In Illdba. since 1968. the KomadAdenauer Fmmdation has been joining hands with various organisations in long term partnerships in the field of community development. pencneyat raj and strengthening entrepreneurial initiative. Madras ManagemenlAssociation, Chennai is one such partner organisation,
In order to assist the small and medium entrepreneurs upgrade their business management koowledge and skills, particularly in the increasillgly competitive and liberalised economic scenario. Madras Management Association started the Entrepreneurship Development Project in 1989 with the support of Konrad Adenauer Foundation,
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