“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.

Smartphones emerge in new health care role.

When the Rochester Democrat and Chronicle approached me to contribute an article on emerging healthcare trends in their "Speaking Out" edit page today focused on Health Care, I decided to write about something which I had alluded to in an earlier blogpost on this blog: Good bye Doctor! Hello Smart Phone!

Here's the article as it appeared in the paper today:

Smartphones emerge in new health care role.

Deepak Seth • Guest essayist • January 9, 2011



Move out of the way, Doctor! Just when you thought rising liability insurance costs and declining Medicare and Medicaid reimbursements were your biggest worries, you have a new one emerging on the horizon — the evolution of the smartphone into a primary care physician.


The scenario is not as farfetched as it sounds. A recent survey by Pew on the adoption rate of mobile health ("mHealth") applications found that a full 9 percent of American mobile phone users said they have mobile health apps on their phones that enable them to "track" or "manage" their health. Other studies predict that more than a third of 1.4 billion smartphone users in 2015 will be running some kind of mobile health care application.

Smartphone and other mobile health care apps include those for diabetes and other chronic diseases' management, and hospital-based Radio Frequency Identification.

Smartphone health care apps seem set to emerge as a differentiator in the increasingly competitive health care marketplace as health care players such as insurance and pharmaceutical companies queue to launch their own apps or co-branded apps as promotional tools or potential revenue streams.

Joining the bandwagon are telecom and technology companies that will attempt to get into the health care sector now that they have a foot in the door through their control of the newly emerging health care delivery platform — the smartphone. Opportunities may exist for health care players to work out collaborative agreements with telecom players to leverage each other's strengths.

Doctor, no reason, though, to lose heart yet. Nearly half of smartphone and mHealth applications are designed for health care providers aiming at improving their effectiveness and efficiency in areas such as continued medical education programs, health care management and remote monitoring applications.

Seth, of Brighton, is an information technology and business intelligence expert.

Good bye Doctor! Hello Smart Phone!

Good bye Doctor! Hello Smart Phone!: The emergence of the Smart Phone as a Healthcare Delivery Platform

Move out of the way! Doctor. Just when you thought rising liability insurance costs and declining Medicare and Medicaid reimbursements were your biggest worries, you have a new one emerging on the horizon - the evolution of the Smartphone into a Primary Care Physician.

The scenario is not as farfetched as it sounds. A recent survey by Pew on the adoption rate of mobile health ("mHealth") apps found that a full 9 percent of American mobile phone users said they have a mobile health app on their phone that enables them to "track" or "manage" their health. Another recent study compiled by research2guidance, predicts that more than a third of 1.4 billion smartphone users in 2015 will be running some kind of mobile healthcare application.

Over a six month period from Feb 2010 to Sep 2010 each of the Smartphone Applications Platform: Apple App Store, Google Android and Blackberry App World have shown robust double digit growths in the number of Health Apps available. The composite growth across all platforms was 78% with Apple growing 66.6% from 4276 Health apps to 7136; Google showing a growth of 156.6% from 505 to 1296; and Blackberry showing a phenomenal growth of 141.4% from 140 to 338.

Smartphone and other mobile healthcare applications include those for diabetes and other chronic diseases' management, hospital based RFID and the use of technologies such as Bluetooth and ZigBee for health and fitness monitoring. A number of SMS messaging and Health 2.0 based medical applications are also emerging.

Smartphone Healthcare apps seem set to emerge as a differentiator in the increasingly crowded and competitive healthcare insurance marketplace (USP: "My smartphone apps to track your health are better than the competition" ) as healthcare players (Insurance companies, Pharmaceutical Companies, Device companies, Providers etc) queue to launch their own apps or co-branded apps as promotional tools or potential revenue streams.

Joining the bandwagon could be telecom or technology companies who will attempt to backward integrate into the healthcare sector now that they have a foot in the door through their control of the newly emerging healthcare delivery platform - the smartphone. AT&T recently launched AT&T For Health. The objectives for this group sound almost like that of a Healthcare plan: “combine mobility technologies, devices, connectivity, and applications to help drive down medical costs and deliver improved patient outcomes." These services aim to help healthcare providers and patients manage disease, stay adherence, age in place, manage weight loss, and monitor wellness.

As telecom companies step in the same "Health and Wellness" space Healthcare insurance companies are trying to expand into, the battle for the "patient" is likely to heat up. The telecom companies may have a technology advantage but are likely to be limited by their lack of a "patient base". Opportunities may exist for Healthcare players to work out collaborative agreements with telecom players to leverage each others strengths.

Doctor, no reason though to lose heart yet, nearly half of Smartphone or mHealth applications are designed for Healthcare Providers aiming at improving their effectiveness and efficiency in areas like continued medical education programs, healthcare management and remote monitoring applications.And there's another side to the story too. A recent Harvard Health publication indicated that as phones and their apps become smarter and smarter, more clinicians are incorporating them into their practices. They say, in a few years, filling a prescription may be just as likely to involve a session in the apps store as a trip to the pharmacy.



Pssst…let me check my Smartphone mHealth app to see how my Blood Pressure and Heart rate tracked as I penned this piece.

Cornflakes? We've got an app for that too!!

This week major food brand Kellogg’s entered the world of smartphone apps with its first offering — myPlan, the Special K Challenge application for iPhone and Android platforms. The app enables users to create a two-week diet plan, update daily and weekly menus, track progress, find recipes, create shopping lists and receive motivational tips.

More details at : Interview: Kellogg on new myPlan diet app