1. Human Capital and the
Innovation Ecosystem
Dr. Abhijit Bhattacharya
Director,
Centre for Entrepreneurship & Innovation
Arthur Lok Jack Graduate School of Business

2. Cracking the code of innovation
• High rate of knowledge obsolescence
is creating messes all around
• A mess is a set of highly dynamic
problems that are deeply
interconnected
• Management of mess requires
innovative solutions based on systems
thinking

3. Managing the Mess in Education
• Deliverables of educational institutions in a
knowledge economy
• Time to test new innovative models such as,
– ‘Fixed performance variable duration’ model,
– Student-centric learning models
• Business schools need to help students to
debate and test the underlying assumptions
of the theory they are learning about
• Only the ability to think critically can make
young managers succeed in managing
businesses in a disruptive world

4. Enabling Factors for the Innovation Ecosystem
Enabling Factors for the Innovation Ecosystem
Technical Factors
• Big data or
Social Factors Provide
Provide
innovative
streaming analytics
innovative
solutions
solutions • Organization’s own
• Ideation Processes to
to Database
• Peoples & Skills customers’
customers’ management
• Leadership & problems
problems • Integration of internal
Organization and external
• Culture & Values information networks
for optimizing
decisions

5. Managing the Ideation Process
• Make innovation everyone’s job
• Balance between conformity and creativity
• New metrics and reward criteria
• Measuring Learning Return on Innovation

6. Developing People and Skills
• Maximize creative potential of the
organization by balancing:
– Divergent & Convergent thinking, Experience
& Imagination, Insider & Outsider
• Use all possible mechanisms:
– time allowance, innovation training and tools,
open market for ideas, easy access to seed
funding, create structures for mentoring and
support

7. Leadership and Organization
• Great opportunities to demonstrate and
develop leadership
• Leadership/CEO to facilitate Total
Innovation Revolution
• Leadership has to master the art of
managing creative deviation
• Need for Innovation in organizational
structures (Morning Star, Kyocera,
Zappos)

8. Culture and Values
• Encouraging a culture of challenging
orthodoxies
• Make Transparency synonymous to the
organizational identity
• Recruitment and reward structure based
on creative idea generation and
entrepreneurship
• Challenges for the Human Resources to
free the system from the highest-paid-
person’s-opinion (HIPPO) syndrome

9. Thank You !