Innovation Alchemy: Mastering the Innovation Landscape, Insights from Dr. Pavan Soni, the Innovation Evangelist

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Authors: Anupam Gupta and Rinku Vatnani

Dr. Pavan Soni is an Innovation Evangelist known for his expertise in innovation, design thinking, and leadership. He is the founder of Inflexion Point Consulting and has conducted over 550 workshops with 170 organizations in 5 countries. Dr. Soni is also the author of the National Bestseller, "Design Your Thinking," published by Penguin Random House in 2020, which was shortlisted for the '2021 BBLF CK Prahalad Best Business Book Award.' He serves as an Adjunct Faculty at Indian School of Business Hyderabad and Indian Institute of Management Bangalore and is a columnist for publications like Mint , YourStory Media , Inc42 Media , Entrepreneur Media , and People Matters .

Pavan was the only Indian to be shortlisted for the prestigious 'FT & McKinsey Bracken Bower Award for the Best Business Book of the Year 2016'. He has been invited five times to speak at the TEDx , and is featured as one of the '100 Digital Influencers of 2020' by YourStory.

Dr. Pavan Soni holds a Ph.D. from Indian Institute of Management Bangalore and completed his PGDIE from Indian Institute of Management Mumbai (previously NITIE). He is a Gold Medalist from MBM Engineering College, Jodhpur . His work focuses on innovation management, and he has authored several research papers and articles in this field.

Entrepreneurship is a risky affair, yet it may not always hold true....

Starting your own consulting firm, Inflexion Point Consulting, is a significant entrepreneurial endeavor. What inspired you to take this path, and what key lessons have you learned as an entrepreneur in the innovation field?

Well, a driving force in my life has always been the pursuit of independence. Even today, I value independence above all else. It's not just about money; it's the freedom that matters most to me. My deep interest in innovation began during my time at IIM, Mumbai (NITIE), and it continued to evolve, especially during my tenure at Titan Company Limited in 2005. This experience allowed me to dive deep into the innovation space personally.

As I contemplated my passion for teaching and educating others, I realized that pursuing a PhD made sense. I firmly believe that if you're genuinely skilled in something, you should invest in it. Passion alone can take you so far; you need to back it up with substantial knowledge. So, during my PhD program at IIM Bangalore from 2011 to 2016, I recognized the vast potential for commercializing the knowledge I had gained. Sitting in Bangalore, with its educational resources, I felt compelled to take the entrepreneurial plunge. Throughout my career, I maintained strong industry connections, which further supported my decision. To outsiders, it may have seemed risky, but I saw it as a calculated move. With my PhD as a safety net, I knew I could return to teaching if needed. Entrepreneurship, to me, was a natural step forward. In essence, entrepreneurship may appear risky to observers, but for the one taking the plunge, it's a matter of confidence and perspective.

The Strong Ties to Innovation Played a Significant Role Leading to the Creation of Inflexion Point Consulting...

Your decision to pursue entrepreneurship in the field of innovation is quite unique. What inspired this choice over other career paths?

Indeed, my journey into entrepreneurship and innovation was not a random occurrence; it was deeply rooted in my experiences and passions. To shed light on the name "Inflexion Point Consulting," back in 2003, I came across the term "strategic inflection point" while reading Andy Grove's "Only the Paranoid Survive." I decided then that if I ever started a company, it would be named Inflexion Point.

The pivotal moment in my career occurred during my involvement in innovation during my early days at Titan. This experience exposed me to industry leaders and ignited my interest in technology management beyond traditional innovation and commercialization. As someone driven by creativity and an entrepreneurial spirit, I saw innovation as more of an art than a science, particularly in the Indian context. I believed there was room to infuse a deeper, more scientific perspective into innovation. This belief guided my choice of a PhD topic, as it provided me with intellectual capital and a unique perspective to challenge conventional innovation practices. Looking back, my journey through Titan, Wipro, and my PhD program was a deliberate path leading to my current role as an independent consultant in the field of innovation. It was a well-thought-out progression rather than a mere accident.

The People Who Join ISRO Are Not Necessarily From IIT, Certainly Not From IIMs. Yet, They Are Able to Produce Some of the Most Out of the World Innovations, Pun Intended...

Innovation can have various interpretations, and you mentioned that it's an art. What does innovation mean to you, and how can individuals develop this skill?

It's crucial to differentiate between creativity and innovation. Creativity involves generating ideas, while innovation is about an organization's ability to bring those ideas to life. Often, people excel in idea generation but falter when it comes to execution. This is where discipline becomes vital. Indians, for instance, are not any less creative than people from other nations, but we sometimes lack the tenacity to see ideas through or the discernment to abandon them when necessary.

Innovation today mirrors the state of quality in the 1960s. Back then, quality was seen as the responsibility of quality-conscious individuals. However, Toyota showed us that the focus should be on perfecting the process, not the person. Similarly, innovation can benefit from process excellence, much like Six Sigma brought excellence to quality. While some think that hiring creative individuals and providing them freedom is the key, the true magic lies in process excellence. ISRO, for example, doesn't necessarily hire the best talent, yet it achieves groundbreaking innovations due to its process-driven approach.

As an independent consultant, I cherish the freedom to prioritize creativity and liberty, as I cannot teach these values without living them.

When I Arrived at ISRO's Campus, I was Greeted by a Security Officer Who Proceeded to Frisk Me. To My Surprise, he Took My Phone and Said, "Sir, It is Not the Phone Which is Smart Here."...

You've conducted numerous workshops with over 170 companies across various industries. Can you share insights from your top three favorite industries?

Certainly, let's dive into three remarkable experiences. First, there's ISRO - Indian Space Research Organisation . The senior members of ISRO displayed an unwavering dedication, exemplified by their active participation in workshops and their commitment to continuous learning, often using pen and paper to take notes, which set a remarkable standard for their colleagues. I was struck by the commitment of their employees. For instance, I recall a lady who had been working for 18 hours straight in a clean room without any supervision. She was fully absorbed in her work, demonstrating that an entrepreneurial mindset isn't limited to business ventures. Innovation culture is about taking responsibility and anticipating needs.

Next, GE's John F. Welch Research Center made a lasting impression. I encountered a room filled with 35 PhDs in various fields like physics and chemistry. These researchers were part of GE's locomotive division. Just before our workshop, a tragic incident occurred in Amritsar, where a train ran over people, resulting in 80 casualties. What stood out was that the GE team, despite their focus on R&D, took responsibility for the locomotive engine involved, emphasizing their commitment to safety and customer-centricity. Their dedication to ensuring no one would die due to a GE engine was inspiring.

Lastly, Biocon's approach to customer centricity led by Ms. Kiran Mazumdar Shaw was exceptional. During a workshop, they invited cancer survivors to share their experiences. This level of empathy and understanding is rare. The survivors conveyed that they didn't want more years added to their lives; they wanted life added to their years, making their death less painful. These experiences highlight the innovation potential in Indian organizations, which often goes unnoticed. My passion lies in uncovering and celebrating these narratives while enhancing innovation capacities.

India is a vibrant hub of innovation, often overlooked. My passion is to highlight and celebrate the remarkable achievements within our country. Through books like "Design Your Thinking," I share Indian case studies, such as Indigo, Royal Enfield, Titan, and Lemon Tree, to inspire innovation and strengthen our nation's creative capacity.

A Unique Way of Reading...

Dr. Soni, you delve into diverse subjects and industries, discussing innovations. What is your current favorite subject, the one you're most passionate about, and could you share insights on it?

My intellectual pursuit is broad, and I'm currently reading five books simultaneously. This variety keeps me curious and helps me bring unique perspectives to my work as an independent entrepreneur. One of the books I'm reading is Bear Grylls' autobiography, which showcases his incredible journey from difficult circumstances to his renowned show, "Man vs. Wild." Another book covers 21 lessons for the 21st century, offering insights into our rapidly changing world. I'm also delving into Albert Einstein's biography, studying strategy, and exploring the anatomy of the brain through a neurosurgeon's lens. This multidisciplinary approach keeps me disciplined, humble, and continually curious, allowing me to offer diverse perspectives to my clients and audiences.

The Difference Between an Employee and Entrepreneur is that Employees Would Mostly Want to be Disciplined and Entrepreneurs Have to be Self-Disciplined...

Pavan, given your extensive consulting experience with over 170 organizations, could you highlight some of the common challenges these companies face when trying to foster innovation within their processes?

Certainly, one of the foremost challenges organizations encounter is a lack of discipline when it comes to innovation. Many perceive innovation as serendipitous rather than a structured, disciplined process like quality or productivity. To overcome this hurdle, we must treat innovation with the same rigor and seriousness it deserves.

"Indian CEOs lead some of the world's most innovative companies like Microsoft, Google, and Adobe, yet India lacks a single company among the world's most innovative due to the lack of entrenched innovation routines and decisions, not leadership."

Secondly, fostering an experimental mindset is essential. In India, we often prioritize being "right the first time" over experimentation. This mindset needs to shift towards a willingness to experiment and take calculated risks.

Lastly, creating a culture of psychological safety is crucial. Many Indian organizations still uphold hierarchical cultures, inhibiting open challenge and free expression of ideas. To drive innovation, we must embrace egalitarian systems where ideas are encouraged, experimented with, and not stifled by traditional hierarchies. By learning from organizations like ISRO and adopting more liberal approaches to experimentation, we can progress in the field of innovation.

Financial Independence Should Leads to Intellectual Honesty...

What has been the most challenging situation you've encountered, and how did you successfully navigate it?

I've been fortunate to have supportive parents and a strong educational background. When I left a good job at WIPRO ?to pursue a PhD and later ventured into unconventional business endeavors, my family's moral and financial support were crucial. I've maintained financial independence to uphold intellectual honesty, valuing it more than accumulating wealth. Challenges have appeared as opportunities, like when my PhD guide left, or during the publication of my book on COVID. Overall, I consider myself lucky and privileged to pursue my passions.

Internalize the Problem to Take Ownership of the Solution...

Pavan, you have a deep connection with education, holding a PhD and teaching at various institutes. Can you provide insights into the gaps within the education system and your recommendations for addressing these shortcomings?

Certainly, it's crucial to look at education from various angles. Often, it's trendy to blame the education system, even at the school level. Parents may complain about teachers not doing a good job, but we must introspect. Where do our children spend a significant amount of time? It's at school, roughly six to seven hours a day. We must remember that teachers, especially in our country, are often underpaid, and during the pandemic, many faced salary cuts. Japan pays its teachers well because they understand the importance of education. With a class of 32 students, expecting one teacher to nurture creativity, discipline, character, and etiquette in each child is unrealistic. These qualities should be instilled at home from an early age.

Creativity, discipline, character, and etiquette are not skills that can be outsourced to teachers alone. When parents excessively rely on schools while they are busy pursuing economic endeavors, they inadvertently overlook their own role in shaping their children's values and creativity. It's become common for parents to hand a phone to their child without ensuring they've had breakfast. In such cases, blaming teachers for not instilling creativity misses the point. Responsibility starts at the household level.

Interestingly, individuals like Elon Musk were homeschooled and went on to make significant contributions. This highlights the importance of direction and guidance at the home level, especially in primary and secondary education.

When we move to higher education, there's a distinct difference between the U.S. system and ours. In the U.S., universities offer cross-pollination of knowledge. If you're at Stanford, you can explore fields beyond your initial focus. This holistic approach is lacking in our system, where institutions like IITs, NIFT, and AIIMS operate independently. The lack of interaction limits students' choices and exploration. To address this, we should reintroduce a more integrated approach to education. Students should have the flexibility to explore different domains without being pigeonholed into a single track.

However, my belief is that while systemic changes are essential, individuals also have a significant role to play. Even in the Western world, systemic flaws exist. Many of the inventions we benefit from today emerged from individual enterprise rather than university systems. Instead of waiting for universities to shape us, we should take charge of our own education. Blaming the system is the easy way out; real change starts with us.

Symbolizing the Essence of India's Innovative Culture...

Can you provide examples of companies that are at the forefront of customer-centric innovation and are currently leading the way in rapid innovation?

Mahindra Group stands out as a company that has reinvented itself, showcasing remarkable innovation. They established the Mahindra Research Valley in Chennai, set up a factory in Chakan, Maharashtra and designed the Mahindra XUV based on the analogy of a cheetah. They rigorously tested it across 11 countries, covering over hundreds of thousands of kilometers. Their latest XUV700 and electric cars exemplify their innovation pace.

In the services sector, IndiGo (InterGlobe Aviation Ltd) is a shining example. Despite operating in an industry with razor-thin margins, they have maintained profitability, except during the Covid pandemic. IndiGo's exceptional operational efficiency combined with a customer-centric approach has made them a benchmark for the airline industry. Many of us have experienced their customer-friendly services firsthand.

Occasionally Overlooked: the Concealed Side of Innovation...

While innovation can bring positive impacts, are there potential challenges and dark sides that individuals and organizations should be cautious about?

Certainly, there's a dark side to creativity. Creative individuals can sometimes blur the lines between right and wrong, justifying their actions with their exceptional abilities. Many renowned figures, including Albert Einstein, have had their share of moral shortcomings. From an organizational perspective, focusing solely on innovation and customer-centricity can lead to neglecting disciplined execution. Companies like Kingfisher Airlines, despite providing a fantastic customer experience, eventually went bankrupt due to a lack of execution excellence. Innovation must be balanced with discipline, as doing the "boring" work well is crucial for long-term success.

Entrepreneurship Isn't a One-Size-Fits-All Journey...

What advice would you offer to aspiring entrepreneurs or those considering entrepreneurship?

First, entrepreneurship isn't for everyone. Not everyone can become an entrepreneur, and it's crucial to recognize that. I recommend working for at least three to five years in a large organization to understand if entrepreneurship is the right path for you. Large organizations teach you valuable lessons in systems and processes. Entrepreneurship doesn't always mean running your own company; you can be an entrepreneur within a large organization.

Second, clarify your motivation for entrepreneurship. There are four primary drivers: greed, fear, duty, and love. Greed can be limitless and unsustainable, while fear can lead to burnout. Duty may limit your potential if you don't go beyond your obligations. Ultimately, love is the most powerful motivator. If you do something out of love, it will stand out, and you'll excel at it.

Entrepreneurship should start with love, and if you lose that love along the way, it can be challenging to maintain excellence. Stay true to your passion and motivation.

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