India’s Innovation Management Practices

India  survey results to date. We have analyzed the most recent results posted on our survey from those in India. Here are some early conclusions. 

1. There is substantialconcern that innovation in India corporates is on the decline, that it is very difficult to retain ‘innovators’ and part of this may be that  there is little recognition given to the work of innovators. ‘Innovation Outcomes’; Factors;  24, 21, and 7. 

2. There is little use of independent work groups (one of the key identifiable management techniques of highly-innovative companies). Management is highly centralized with little encouragement of ideas from staff overall. ‘Day-to-day management’ approaches appear to be lacking; Factors;  11, 12, 18, and 20. 

3. There is every indication that tolerance on a  number of fronts is lacking; tolerance of failure, of mavericks,  and for variations from a corporate norm. ‘Idea management’; Factors  3, 5 and 8. 

In summary,  and  based on respondents input to date, India corporates appear to be highly centralized, make little use of the delegation  of authority and resonsibility, and demonstrate little tolerance – all characteriistics which are evident in highly-innovative companies in  the U.S., Canada, Japan, and Europe.  Perhaps these are the Factors which contribute to the negative ‘Innovation Outcomes’.

Further, it appears that employee organizations (see Factor 25)  are a major contributor to a lack of innovation in the country. 

In somewhat sharp contrast to the negativity implied by the above noted results, there was less concern with respect to leadership. Management’s were seen to have a balanced view on the attainment of profits (F#1), were calling for innovation (F#2),  seeking new opportunities (f#4) and were willing to entertain risk in the planning process (F#9).

Comments are most welcome, in particular the reference to employee organizations (F#25), and their negative impact on innovativeness.