“Anekāntavāda” and Innovation

Is it a phone? A camera? A GPS device? A movie player? A book reader? A gaming device?  When thinking of smartphones the answer could be one of these, a combination thereof or all of them. It depends on the perspective of the user. The phone is the same with all the attributes it has but what it is perceived as depends on the user and the attributes which are significant for them or they are aware of.

This essentially is the premise of the ancient Indian Jain doctrine of “Anekāntavāda” – doctrine of non-absolutism or non-one sidedness or non-exclusivity . A classical elaboration of the doctrine has been the parable of the Six Blind Men and the Elephant where each man depending on where they touched the elephant described it as a spear (tusk), snake (trunk), wall (side), fan (ear), rope (tail) and tree (leg), with none of them able to visualize the animal itself.

This has a bearing on all aspects of innovation where the breakthrough innovator or platform disruptor needs to exhibit the ability of  visualizing or grasping  all aspects and manifestations of a process or technology (the “elephant”) while all existing players have been caught up with the spears, snakes et al. This may well be the philosophical premise behind the – customers often don’t know what they want- quote attributed to Steve Jobs.

Also could be a precursor or corollary to what we are familiar of today as thinking out-of- the-box.

How can an Innovator develop the ability to see beyond what others are seeing? How can this approach be built into the innovation process as  a systemic and systematic component?

A potential solution lies in an integrated use of Anekāntavāda which encourages stepping back and seeing the big picture with two other related concepts from the same philosophical stream - syādvāda—the theory of conditioned predication and nayavāda—the theory of partial standpoints.

The theory of conditioned predication would require the innovation process to answer a series of seven questions which as an example  I am applying to the smartphone innovation I started the piece with:

1. in some ways, it is  a phone, How? Why ?
2. in some ways, it is not a phone, How? Why?
3. in some ways, it is, and it is not phone, How? Why?
4. in some ways, it is a phone, and it is indescribable, How? Why?
5. in some ways, it is not a phone , and it is indescribable, How? Why?
6. in some ways, it is a phone , it is not a phone, and it is indescribable, How? Why?
7. in some ways, it is indescribable. How? Why?

Each of these seven propositions will help the innovator examine the complex and multifaceted nature of the innovation from a relative point of view of time, space, substance and mode enabling him/her to  see facets which can otherwise stay hidden.

The “indescribable” questions will help the innovator see beyond the current timeframe-  It may be indescribable now but what can it be described in the future. Could it be described as a payment transaction processing device, Voila, Square is born. Can it be described differently for different points of time – say night vs. day ? Voila, we get the flashlight feature for the phone.

If it is not a phone and is on my body can it measure my heartbeat or perhaps detect my mood or maybe detect how I react when I am served my coffee at a temperature I am not used to by a store which I frequent? What is it? What is it not? If yes, why? If not, why not?

Is it a guitar, No. Why not?......mmmmm sure it can be one, let’s build an app for it.

The theory of partial standpoints or viewpoints would then help to arrive at a certain inference from a point of view. A smartphone  has infinite aspects to it, but when we describe it in practice, we speak of only relevant aspects and ignore irrelevant ones. This does not mean it does not have other attributes, qualities, modes and other aspects; they are just irrelevant from a particular perspective. For example , when we talk of a "white iPhone" we are simply considering the color and make of the phone. However, the statement does not imply that the phone  does not have other attributes like volume, screen size, camera quality etc. This particular viewpoint – “white”  is  a partial viewpoint. Splitting up the attributes like this can enable the innovator to see the total picture part by part, functionality by functionality. This will help resolve design conflicts arising out of a confusion of standpoints since it clearly establishes where the standpoint is arising from.

There is nothing new with the precepts outlined here. They have been around for a few thousands of years and have generally just been viewed as philosophical doctrines. But as shown above they can very well still be leveraged to create breakthrough innovation in an organized, systematic way. Scholars have said “because anekāntavāda is designed to avoid one-sided errors, reconcile contradictory viewpoints, and accept the multiplicity and relativity of truth, the Jain philosophy is in a unique position to support dialogue and negotiations” which can very well be the cornerstone for a successful Innovation Process Framework.

Reference: Wikipedia: Anekantavada

“Big Bang” vs. Evolutionary – Same Disruptions, Different Viewpoint.

Check out the May 2013 print edition of the Harvard Business Review. Some of my thoughts are carried in the "Interaction" section on Pg 21.

A more detailed version of what my thoughts on the issue are:


“Big Bang” vs. Evolutionary – Same Disruptions, Different Viewpoint.



Apropos of Big-Bang Disruption (March 2013) by Larry Downes and Paul F. Nunes (Harvard Business Review, March 2013), while I agree with the general premise of the potential cataclysmic effects of Disruptions, I disagree with the authors’ premise that “You can't see big-bang disruption coming (until it's too late).You can't stop it. You can't overcome it."

The authors have highlighted several Big Bang Disruptions in the article, however almost all leverage a single platform : the Smartphone. The disruptors in my opinion are not the parking app or GPS app or payment app but the open, adaptive, secure platform called Smartphone (what I will call a “Platform Disruptor”) which has made all the other disruptors possible.

This may have a bearing on how established players react to and prepare for disruptions. They need to be on the lookout for such "Platform Disruptors" and run some What-if scenarios even if their own product/service does not appear to be directly impacted by the disruptor. e.g. say medical device manufacturers with such an analysis can figure out potential disruptions that may arise in their area due to potential remote medicine, monitoring body functions, medical database storage etc. capabilities of smartphones.

Will they be figure out all the possible disruptions, perhaps not but they would definitely be in a better shape than if they do not do the exercise at all.

Also, the Platform Disruptions are generally evolutionary rather than revolutionary. Smartphones, Big Data, Automobiles etc. none appeared in a Big Bang. Some of the downstream disruptors which these “Platform Disruptors” spawned may appear to emerge in a Big Bang. The pace of these Platform Disruption evolution is slow enough to be monitored by and reacted to by established players. But unfortunately by focusing on the downstream disruptors and failing to recognize these Platform Disruptors, companies are missing the woods for the trees.

And organizations do react knowingly or unknowingly to these Evolutionary Platform Disruptions. Case in point is how, many universities have reacted to the evolution of online distance education by making more of their own content available on the same platform. This way they have got co-opted into the evolution process and would not have to react to it ala Big Bang disruptors the articles' authors indicated.

So this one will be one disruption which will not be a Big Bang Disruption for them.

I would hypothesize that most Disruptions can be prevented from having a Big Bang effect by smart companies by:

- early identification of emerging trends

- what-if /SWOT analysis to identify impact on existing business

- identify opportunities to leverage the emerging trend

- get "co-opted" into the evolution process

- ride the evolutionary wave and reap the benefits.

Companies which do not do so will feel the impact of what was actually an evolutionary process as if it was a "Big Bang". Guys who see an oncoming bus and prepare for it can run alongside it a bit and then board it ; guys who are oblivious will be "hit by a bus".

So that’s why I view most disruptions as evolutionary rather than Big Bang and recommend that organizations prepare for them that way. For each of the companies that have been highlighted as being affected by the Big Bang disruption there will be countless others who would have thrived from the same disruption.

The Power of the Magic Words: Please, Sorry and Thank You.....in the Corporate World!

As I read "The Two Most Important Words" by Robert A. Eckert, ex-Chairman &CEO of Mattel Inc in the April 2013 issue of The Harvard Business Review, I could not but help break out in verse (well if you can call limericks as verse) adding a couple of my own words to the mix of wonder words that are essential for success:

Thank You!......Please and Sorry!

Thank you to the employees and all other stakeholders

should be an easy trait everyone engenders

but surprisingly its often forgotten

in the mad rush for getting things "done" 

when in fact it can work wonders.

How about adding "please" and "sorry" to the mix

gifts from grandma's bag of tricks

modern day management can sound complicated

when in fact the reality has been distorted

After all the foundation is in basic human values and ethics.

No shortcuts to getting to the College of your dreams!

Suzy Lee Weiss very rightly mentioned "sour grapes" in the beginning line of her recent Wall Street Journal op-ed piece "To (All) the colleges that rejected me". (WSJ, March 29, 2013)

Other than that I was able to make no sense of the article albeit getting a whiff of the smug sense of entitlement which seems to pervade many of our youth - I am lazy, I am not smart, I do not have any goals for my life, I do not care for what rest of the world is doing; yet I deserve a place in the college of "my dreams". Just because "I am being me"

My advice to Suzy- either set her dreams appropriately or else do what rest of the world does, dream big but work hard to achieve those dreams.

Or perhaps, Suzy will have the last laugh as this piece as a college essay might yet open the doors of the college she is interested in, for her. And the irony that many who consider her rant justified will totally balk if the same logic were to be applied for sports related admissions at colleges - I like the game, don't play it well, so what, get me on the team!

Winning with IT : Innovate as well as Plan, Build and Run

Some of my thoughts on this issue in response to a recent McKinsey Quarterly article:

Increasing the "meaning quotient" of work - Who tells who? Boss or Employee

McKinsey Quarterly in this article expounds that through a few simple techniques, executives can boost workplace “Meaning Quotient” and inspire employees to perform at their peak. I believe that the reverse also holds true - many a time it is the CXO who has lost the "meaning" and needs to be guided or prodded to figure out the true meaning of his/her corporate existence.

Architectural "Perfection" : implications for IT Projects

This is hot off the press and appears relevant esp. the part about “Architectural Perfection”. Some of it is the usual “consultant-speak” and would be preaching to the choir but I’m sure there are some nuggets to be gleaned.


McKinsey surmises that the key to success lies in mastering four broad dimensions, which combined make up a methodology for large-scale IT projects that they call “value assurance.” The following elements make up this approach :

• focusing on managing strategy and stakeholders instead of exclusively concentrating on budget and scheduling

• mastering technology and project content by securing critical internal and external talent
• building effective teams by aligning their incentives with the overall goals of projects
• excelling at core project-management practices, such as short delivery cycles and rigorous quality checks
According to survey responses, an inability to master the first two dimensions typically causes about half of all cost overruns, while poor performance on the second two dimensions accounts for an additional 40 percent of overspending.

Not surprisingly, the urge to seek Architectural “perfection” is indicated as a cost/timeline over-run driver. Brings back memories to me of some conversations with team members on “satisficing” vs. “perfect” solutions!

McKinsey underestimates traditional retailing alternatives in Emerging Markets

My published comments:

Full Comments:

I think the authors have missed two critical variables which will have a key role in determining the shape of retailing in emerging economies:

1. Real Estate Values

2. Transportation (not of the goods to the stores but for the consumers)

Mom and Pop stores may look archaic from a modern retailing and logistics perspective but they can generate high per square foot revenues at minimal costs. A very critical variable in economies such as India where real estate is at a premium.

Building mega-stores and hyper-marts in less crowded areas is sub-optimal because then lack of transportation makes it difficult for consumers to reach them and cart their purchases from store to home.

Also most consumers do not visit the Kirana store, a quick phone call ensures that all grocery items are delivered to their doorstep. In many cases the storekeeper knows the shopping list and delivers the products on a periodic basis. Not only that, they can fine tune the list and supplies based on local conditions - increase sugar and oil quantities ahead of a major festival, unrest brewing in the neighborhood - double up on the milk and eggs etc.

So viewing the mom and pop Kirana store as just a retail outlet will not suffice. It is essentially a close-to-the-customer customer service continuum. Most consumers believe that big stores will not be able to provide that level of service.

I would not call them "buggy whips"; Bicycles in an era of fast cars is a more apt analogy - both coexist and people are increasingly realizing that despite the faster, sleeker cars, the humble bike is not such a bad idea after all.

To Be, Or Not To Be.........Like Apple!

One of the aspects of Change Management or Building a Culture of Innovation is benchmarking against others and attempting to emulate best practices. However, that can be a challenge when attempting to emulate companies like Apple, a recent McKinsey & Co study - "The perils of best practice: Should you emulate Apple?"   expounds (sign in may be required to read full article). The reason being it is truly "exceptional" and hence an outlier.

They also talk about a "innovation at scale" approach which may be as relevant as a "disruptive innovation" approach for most corporates.

I shared some feedback on the article which has been published on the McKinsey site:

Web of Wellness

Rising healthcare expenses is a key issue plaguing area employers and employees alike. These rising expenses attributed to increasing healthcare costs and declining employee wellness (often caused by poor lifestyle choices) are impacting corporate competitiveness and profitability; as well as leading to reduced employee motivation and morale as these increasing costs are passed on to the employees.

Traditionally, individual employers have tried to deal with this issue by working with providers to reduce costs; and encouraging employees to lead healthier lifestyles.

A team of us looked at this issue as part of coursework at the Simon School of the University of Rochester.

Along with other ideas our team outlined an integrative approach leveraging interconnected players to enhance value by creating a “Web of Wellness”.

Here's what we see: Employers like Univ. of Rochester, Xerox, Paychex etc. want to reduce healthcare expenses. Local retailers like Wegmans, Tops, Walmart etc. want to increase sales of healthy options. Local gyms and health clubs like Midtown, RAC, Planet Fitness etc. want to boost membership. Also, individuals want to indulge in healthy lifestyle choices but often see no tangible rewards or are driven away by the high costs. What is missing is a framework, a "web" which brings these disparate players together and drives increased value for each of them.

And here’s what we think needs to happen: local associations like Greater Rochester Enterprise , Rochester Business Alliance etc. would need to step in. Pull all the players together to create a "Web of Wellness". Employees get a “Web of Wellness” card from their employers and earn points for using the gym (e.g. 100 points for every hour on the treadmill) or for achieving tangible health gains (e.g. 1000 points for every pound of weight loss) which can be redeemed for cash discounts on healthy products at local retailers (e.g. 500 points gets you $5 off your next purchase of healthy snacks) . Similarly buying healthy products at the stores could lead to points which could be redeemed towards classes at the local gym.

A lot of innovative deal-making will be required amongst all the players to come up with a workable solution but let’s get the conversation started. Perhaps Rochester’s “Web of Wellness” will become a model for the entire nation!

Published in the Rochester Democrat and Chronicle as : Creating a 'web of wellness' in Rochester

India's manufacturing sector: Miles to go.........

McKinsey Quarterly's article "Fulfilling the promise of India’s manufacturing sector" made me opine:

The authors have rightly opined "India has a massive workforce, an emerging supply base, and access to natural resources needed in production" but what they did not allude to was a very lax and subjective environmental policy, poor infrastructure and an ill-defined land acquisition policy.

Prior to any expansion of manufacturing capabilities getting the environmental policy, safeguards and monitoring mechanism in place is critical if India does not want to end up with the kind of polluted environment China has. Expansion of manufacturing capabilities needs to be more than just moving smokestacks from one geography to another.

From "Kodak Moment" to Teaching Moment

From "Kodak Moment" to Teaching Moment

Much ink has been spilled over the last few weeks with countless pages being written about the misfortunes plaguing Kodak and the likely impact on the local community. One wonders and worries what all this means to our kids. The steady stream of disturbing news about lost jobs and economic despair.

However, I feel, as the Kodak moments fade away, several teaching moments emerge to help our kids make sense and learn from the Kodak related news they are confronted with on a daily basis.

One can start off with "never rest on your laurels" or "do not keep all your eggs in one basket". Kodak was so entrenched in its leadership of film and print photography that it was never able to make the transition to digital as that new world emerged. There could not be a better lesson for kids- scholars or athletes or artists, that as they strive to attain perfection in their pursuit of choice, it would be appropriate to develop some all-round skills that may come in handy for the challenges that life may throw at them in the future. Better be a jack of all trades, than a master of "one".

Another pithy aphorism that comes to mind is "a stitch in time saves nine", kids can be made to fathom from the Kodak experience that timely responses to issues is critical as else the issues will spiral out of control. It is important to confront the issues directly and vigorously ("grapple the bull by the horns") or else they will be left to "cry over spilt milk" or "closing the stable door after the horse has bolted". Kodak's late foray into consumer digital photography is a case study in doing too little too late.

Forever a fan of the "Happy Ending", I hope as Kodak makes a recovery from the bankruptcy, kids will learn a lesson, "The game is not over till it is over"; through perseverance, commitment and resolve one can rise like a "Phoenix from the ashes".