Day -2–10th Global Advanced Management Programme, October 25 – 31, 2015, USA

Key Takeaways – Day 2:


At The Baker Hughes Inc with Chief Architect, Apple Inc.

At The Baker Hughes Inc with Chief Architect, Apple Inc.

Prof. Solomon Darwin with IT Minister of Andhra Pradesh

Prof. Solomon Darwin with IT Minister of Andhra Pradesh

Prof Solomon Darwin's session at TiE- Silicon Valley

Prof Solomon Darwin’s session at TiE- Silicon Valley

10th Global Advance Management Programme-2015

Day-2 : 26.10.2015

Vision of the Future – Disruption & Opportunities ahead – PK Agarwal, CEO, NEU, SV

  1. Disruption & wealth creation – Technology changing the world at a very fast pace – Inventions changing life of people making it comfortable & convenient. Tech driven disruption -Major technical innovations cause disruption to the routine & changes the existing order (computers vis-a-vis pen & paper)
  2. Changing Business Strategies : Industrial economy – Knowledge economy – Open Business models. Marketing of innovation happening faster – Radio (1948) marketed 10 yrs later while iPod in 9 months. Wealth creation : Market value of Tech Co.s $12-14Tn against all gold in the world $ 8 Tn.
  3. Future of technology in waves – each building a new opportunity upon the previous one. Viz. waves in internet – internet of documents, commerce, people & things, disrupting the routing and creating new opportunities, jobs in new areas. In India however, happenings are only in the first two. The 7 megatrends –
  4. Everything smart, digital & connected (IoT)
  5. Big data to Infinite data
  • Increase in Mobile computing capacity –connectivity of brains through sharing of data / information
  1. Privacy n security in a ‘connected world’
  2. Globalization – Increasing trend
  3. World has become a smaller place due to enhanced connectivity
  • Line between real and virtual world disappearing fast

The 8th  megatrend – Sharing of economy : Living space, money, food, services, Governments.

By 2020, >60 Bn products will be connected through IoT, changing the whole landscape of Business.

The Case of Open Business model for India – Prof. Darwin

  1. Innovation Vs Strategy

Innovation is not a strategy, it is much more than that. Beside creating a differentiator of price/product to stay ahead of competition (result of strategy), innovation also leads to a totally new frontier.

Strategy : Matching capabilities with opportunities in the market by optimizing  within the existing constraints.

Ex :      i. Tata Motors : Low cost cars for larger customer base & high cost car for limited customers

  1. Motel-6 vis-a-vis Hyatt

Innovation : Breaking through the constraints, going beyond frontiers & establishing a new frontier. 3 types :

Product : Mid priced Apple pushing out Motorola (Razr)

Process : Ford Model T – assembly line

Business Model :

  1. Open & Closed Innovation : Closed innovation presumes that to be successful, innovation requires control of inner idea generation, production, marketing, distribution, servicing, financing & supporting (XEROX). Open Innovation is the case of purposeful inflow and outflow of knowledge and amalgamation of both, to accelerate internal innovation and expand market. Need for wise Leadership – need for open Innovation –

Pace of Innovation                                          R&D spending


New Business Models                                   Rising Consumer inluence

Visit to Baker-Hughes’ Palo Alto Innovation Centre (PIC)

  1. Collaborative Environment – knowledge induction – idea to prototyping to testing to commervialization. Values to the Companies with leading / innovative technology.


  1. Innovation in Large Corporation typically starts with people, followed by process and technology, while in Small Corporates starts with technology, followed by process & people.
  2. 5 key elements : Leadership support , Housing in the talents, Imbibing culture, Identifying Focus areas and finally delivery of results.
  • PIC Focus areas : Science & technology (R&D to commercialization) ; Value (Enterprise data analytics) ; Innovation
  1. PIC approach :
  • Close interactions / collaboration with Universities / National Laboratories – funding projects with 12 / 24 month timeline. e.g. a. 2 yr project with Lawrence Livermore National Laboratory for 3D modelling of shale gas / oil reservoirs for designing / predicting hydraulic fracturing; b. Project with Stanford for High temperature resistant sensors & electronics.
  1. With e-commerce, Big data being generated in every business, enabling Business leaders to take wise decisions.


India & Global success :


  1. Changing perception about India in the western world (from Gunga Din to Beatles-Ravi Shankar to Kunal Nair of Big Bang Theory).
  2. Today’s Indian are successful, accepted in the Western World & the Indian image is emerging. Rapport between Obama & Modi – with many common ideas – also helping Brand India.
  3. Thank u for patient reading. Please suggest changes / additions, if any.





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Day -1 –10th Global Advanced Management Programme, October 25 – 31, 2015, USA

Opening Session

Opening Session


Sun, October 25

Ice Breaking Session
Problem Finding & Framing Exercise
The participants are required to come
prepared to discuss at least 4 innovation
barriers within their firms in each of the
following categories: 1) Culture 2) Leadership
and 3) Organizational Structure

Solomon Darwin
Programme Director and
Director, Center for Corporate Innovation
Haas School of Business
University of California, Berkeley

Key Takeaways:

Framework to Build your Business Model:

1) Vision, Mission & Core Values

2) Goals & Critical Success Factor

3) Performance Matrix

4) Objectives & Targets

5) Strategies

Business Model:

Input to Value Creation


2) Activities

3) Partnerships

4) Relationships

Value Capture


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GAMP 2015 – October

10th Global Advanced Management Programme
Disruptive Innovation & Open Business Models in
The Changing Global Landscape
October 25 – 31, 2015: Silicon Valley, USA

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GAMP 2015

Day 3.

Interacting with several leaders and getting to know their success stories, we observe something in common.

  • They are highly passionate .
  • They think big.
  • They are full of Energy and enthusiasm. 
  • They are simple, humble and above all, their “humility” is what strikes me more.
  • These attributes are essential for any successful leader.


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GAMP 2015

7th July:
Vivek Wadhwa-
We had a peep into the Tech world which gave an understanding how Technology is capable of transforming the way we live and work. He predicted the latest Technology trends and how it will impact future business in a big way. He provided interesting examples and the way technology will upturn the current business practices and render several thousand jobless in the next 5 – 7 years, we may get to see what ‘jobless growth is all about’!. Provided insight into Banking, Insurance and IT industry which were highly interesting, at the same time were left wondering what will be the way forward for the Indian IT industry in particular which is mainly dependent on global business !
Few takeaways-
Exponential growth of Technology in the years to come in – AI, networking, Robotics, Sensors, synthetic biology, genomes, Digital media, Nanotechnology, q3 D printing , smart cities, Drones etc.
There will be no role for doctors, ” Phone is a doctor”.
There will be disruptive innovation and exponential growth.
Disruption = Opportunity
Entrepreneur and Startups are leading the Disruption.
Crowd funding has overtook Angel funding.
Technology may well eat into Insurance.

Jim Newton:
Talk by Jim Newton on Tech shop was highly interesting, as we were all inquisitive to know more and more. He was so passionate in presenting to us the number of startups numbering around 20 ( live examples of success stories) that were made possible in his ” Innovation factory”. His startup provided a platform to several budding ideas to flower out and not only “build their dreams here” but also bring them alive out into the market. His unique business and business model, monthly subscription based revenue, open access, DID machine shop/ fabrication studio, gradually scaling up with huge possibilities ahead. The icing on the cake- President Obama inaugurating one of the Tech shop!
All this has left a Big impact in the Bay area- $ 12 Bn in shareholder value, $ 2 Bn in annual sales and 2000 jobs added to the US economy. We all felt our purpose of attending the “Innovation ” programme was well (de)served too!
His future plans of making a ” Tech shop Maker space academy ” was all the more inspiring and there were several takeaways from this session.
No doubt it is a ” Makers paradise”, thanks to Jim newton.
Naveen Jain:
How far can one “Think Big” was revealed to all of us and we also realised can there be anything bigger than this! His talk was inspiring, thought provoking, and engrossing too. Got to know how good ideas can grow in a good ecosystem. He told us about the culture of Entrepreneurship and how they can be nurtured, scaled up into a successful business enterprise. He has had multiple success stories across Industries from Health care, Pharmaceutical, Aerospace and so on…..! He was full of passion, energy and enthusiasm which ignited our minds and tickled our innovation spirit. This is a proof of a hoe small time boy from India who made it big in USA and went on to become a Billionaire.
Few Take aways:
Think Big
Problems are opportunities
Sky is not the limit, mindsets have to change”
New ideas can come from Non- experts and not from regular experts.
Outsiders can many a time provide solutions than insiders

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Takeaways- Global Advanced Programme on open innovation

1. Innovate continuously or prepare allowing your business to die

2. Big data is an imperative owing to exponential growth in data

3. People’s role will diminish owing to digital enablers

4. Create businesses to address a need

5. Create businesses leveraging on 3rd party assets or enable consumers to pay for owned assets house innovation is good but not sufficient 7. A neutral ecosystem is required where talent can be converged outside in (open innovation)

8. For a startup do t increase liabilities upfront

Leverage on knowledge arbitrage to scale up (tech shop )

9. For every challenge there is an opportunity

10. Earlier failures are not a precedence to future failures

11. Sky is not the limit; we set our own restrictions

12. Marketing a change in perception of a product is a potent model to create value /market


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DAY 3 – Global Advanced Management Programme 2015

9th Global Advanced Management Programme 2015


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DAY 2 – Global Advanced Management Programme 2015

9th GLobal Advanced  Management Programme 2015


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DAY 1 – Global Advanced Management Programme 2015

9th Global Advanced Management Programme 2015

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GAMP Day 5


Day 4 started with Intel and the New Business Initiatives Group, led by Jerry Bautista Ph.D., VP and General Manager.It was a great session with Jerry, mostly in question / answer mode.

The New Business Initiatives group is like an incubator within Intel for creating new business. Its first starting point is problem statement or opportunity, then the technology, unlike an R&D lab which is technology first.

In Intel there are no special innovation people. It’s part of everyone’s job. There is no set time set aside for innovation. It happens as and when it happens. It’s organic. It’s followed by a process to vet ideas. Then we select the ones to further invest in. The three stages are:

  • Concept
  • Investigation
  • Seed

At each stage about one-third of the ideas survive to the next stage. Starting with about 150 ideas at concept stage, about 3 to 5 reach the stage of a new product or a new company division.

The following set of questions are applied at Intel to filter ideas:
(Yes/No answers)

  1. Does it solve an acute problem?
  2. Is it something that Intel should be doing and could be good at?
  3. Will Intel have a sustainable advantage?
  4. Is the market big and growing?
  5. Can we find a partner who can help us go to market?

Periodically, there are “pause buttons” which operate, based on certain events, where the project is re-evaluated. These pause buttons are contingent on certain events, for example, the entry of a major competitor in the same space.

New Business Initiatives group reports directly to the CEO, since its disruptive nature may find opposition from within the organization itself, and the CEO does not want anyone else to filter what the NBI group does.

Successful innovations:

Token Based Payments, where the identity of the payer is confirmed via various parameters like a unique CPU number, his face which has been captured and stored, his IP number for internet access, nearby Wifi setups etc. Tech also exists to listen to what is playing on his TV and capture words and offer him related products.

3D Cameras. New cameras which will be tablet based which can take 3D pictures. The relevant hardware/software is in final stages.


Solar panels. Intel’s technology, while good, was not cost effective. The solar panel technology was sold off.

In all, an excellent session by a very accomplished and senior person in a mature, leading company.


EMC – Calvin Smith

What do we mean by Innovation?

Innovation = Ideation + Invention + Commercialisation.

There are 3 different levers which EMC uses:

–         Universities

–         Organic

–         Venture

Acquisitions – EMC has made 7 large acquisitions in the past decade, including VMWare

Mission – Spark the creation and delivery of high-value ideas

Innovation conferences are held every year in different parts of the world.

The Innovation Roadmap:

  1. Business Units sponsor innovation
  2. Employees across EMC respond
  3. Sponsors judge teams, and three “finalists” are selected

Ideation phase:

  1. Finalists create “elevator pitch” presentation and videos
  2. Sponsors choose a winning idea
  3. CTO selects “best in show” winners
  4. All winners are announced at the Innovation Conference

Incubation phase

  1. Completion of the Business Case Document (the “Why”)
  2. Proof of Concept definition (the “How”)
  3. Prototyping begins
  4. Prototype checkpoint
  5. Prototype demonstration
  6. Incubation complete
  7. Implementation begins

For further information, please see: or write to


VMWare – Kurt Kolovson

VMWare Academic Program (VMAP)

Focus on our key strategic interests:

–         Software Defined Data Center (SDDC)

–         Virtual Hybrid Cloud Service (vHCS)

–         End User computing

–         Topics that bridge across all of the above

–         Looking ahead … disruptive technologies


Thank you

Sumain Malik



Day 4

The meeting at Stanford Hospital & Clinics with their CEO, Amir Dan Rubin and VP, Cancer and CV Service Lines, Dr Sridhar B Seshadri were very informative. The group was detailed about the Mission and Vision of the group and briefly touched upon the Stanford Operating system which is built on the principles of Lean Six Sigma. The 3 major components of the operating system were:

Strategic Deployment

Value Stream Improvement

Active Daily Management.

The strategy of the group is to create Leading Edge and deliver Coordinated Care. We were detailed about the cancer program and the touching story of cancer patient Jeevha, which has helped Stanford raise 125 mln USD. They are in process of constructing a new hospital and taking the total bed capacity to 600 beds to serve the community. There are many other expansions happening in Stanford with a new 200 beded only Cancer Super Speciality hospital coming up in San Jose. The discussion was followed by a guided tour to the Campus and Hospital and a brief discussion on the HIS in the wards.

The day concluded with a discussion on Managing Innovation at the TiE Auditorium.


Thank you

Dr Shankar Narang

Fortis Healthcare


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