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 21CB404 : INTRODUCTION TO INNOVATION, IP MANAGEMENT
&
ENTREPRENEURSHIP

DEPARTMENT OF COMPUTER SCIENCE AND BUSINESS SYSTEMS

BATCH/YEAR: 2025/II

CREATED BY: Dr.G.NALINASHINI, ASSOC PROF/EIE

DATE:09.02.2023
 Tableof Contents

S.No. TITLE
1 Contents

2 Course Objectives

3 Pre Requisites(Course names with code)

4 Syllabus(with Subject code, Name LPTC details)

5 Course outcomes

6 CO- PO/PSO Mapping

Lecture Plan (S.No, Topic, No. of Periods, Proposed date, Actual

7 Lecture Date, pertaining CO, Taxonomy level, Mode of Delivery)

8 Activity based learning

Lecture Notes ( with Links to Videos, e-book reference, PPTs, Quiz

9 and any other learningmaterials )

Assignments ( For higher level learning and Evaluation - Examples:

10 Case study, Comprehensive design, etc.,)

11 Part A Q & A (with K level and CO)

12 Part B Qs (with K level and CO)

Supportive online Certification courses (NPTEL, Swayam, Coursera,

13 Udemy, etc.,)

14 Real time applications in day to day life and to Industry

15 Contents beyond the Syllabus ( COE related Value added courses)

16 Assessment Schedule

17 Prescribed Text Books & Reference Books

18 Mini Project Suggestions

 2. COURSE OBJECTIVES

S.No. Course Objectives

Develop mindsets to pursue entrepreneurship.
1

2 Understand the basics of Innovation and

Entrepreneurship

3 Create, protect, assetize and commercialize

intellectual property
Identify and discover market needs
4
Manage an innovation program
5
6 Understand opportunities and challenges for
entrepreneurs through Startup Models
 3. PRE REQUISITES

1.Innovation is about introducing new methods, tools,

products and processes in any field be it engineering,
arts, science, medical etc.

2.All the engineering technical knowledge and skills

being learnt are relevant to conceptualize innovative
products in engineering discipline.

3.All the knowledge and skills being learnt in the

humanities subjects are relevant to conceptualize
innovation in any field, communicate effectively with
others and implement the innovation.

4. Towards the above, all subjects learnt so far till

the 3rd semester are relevant and act as pre- requisite.

5.With the knowledge and skills being learnt in

future semesters will enable to make more innovative
products in engineering and become successful
entrepreneur
 4. SYLLABUS

SUBJECT CODE : 21CB404

SUBJECT NAME : INTRODUCTION TO INNOVATION, IP
MANAGEMENT & ENTREPRENEURSHIP
L P C: 3 0 0 3

UNIT I INNOVATION 9
Innovation, Types of Innovation Incremental, disruptive, Lifecycle of
Innovation (idea, literature survey, PoT, PoC, etc.) , Challenges in
Innovation (time, cost, data, infrastructure, etc.)
UNIT II IPR 9
Types of IPR (patents, copyrights, trademarks, GI, etc.) Lifecycle of IP
(creation, protection, assetization, commercialization), Balancing IP Risks
and Rewards (Right Access and Right Use of Open Source and 3rd party
products, technology transfer and licensing)
UNIT III ENTREPRENEURSHIP 9
Opportunity Identification in Technology Entrepreneurship (customer pain
points, competitive context) Market Research, Segmentation and Sizing
Product Positioning, Pricing, and Go-To-Market Strategy IP Valuation
(methods, examples, limitations)
UNIT IV TYPES OF STARTUP BUSINESS MODEL 9
Startup Business Models (fund raising, market segments, channels, etc.)
Coinnovation and Open Innovation (academia, startups, corporates)
Technology Innovation: Two Case Studies
UNIT V PROCESSES IN STARTUP BUSINESS MODEL 9
Innovation, Incubation and Entrepreneurship in Corporate Context
Technology-driven Social Innovation and Entrepreneurship Manage
Innovation, IP and Entrepreneurship Programs – Processes, Governance
and Tools
 5. Course Outcomes

CO Number Course Outcomes

Understand the basics of Innovation and
CO1 Entrepreneurship

CO2
Manage an innovation program
CO3 Create, protect, assetize and commercialize
intellectual property
Understand opportunities and challenges for
CO4
entrepreneurs
Developing mindsets to pursue
CO5
entrepreneurship
CO6 Identify and discover market needs
 6. CO-PO/CO-PSO MAPPING

CO PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12

CO1 - - - - - 2 - 1 1 1 2 2
CO2 - - - - - 2 - 1 1 1 2 2
CO3 - - - - - 2 - 1 1 1 2 2
CO4 - - - - - 2 - 1 1 1 2 2
CO5 - - - - - 2 - 1 1 1 2 2
CO6 - - - - - 2 - 1 1 1 2 2

CO PSO1 PSO2 PSO3

CO1 - 1 3
CO2 - 1 3
CO3 - 1 3
CO4 - 1 3
CO5 - 1 3
CO6 - 1 3
 7. LECTURE PLAN

No
S. Actual Taxono
Topics to be of Proposed Pertai my level Mode of
N Lecture
covered Peri date n ing Delivery
o Date
ods CO
3.01.24 3.01.24 BLACK
1 1 BOARD &
CO1
Innovation K2 PPT
& CO2
4.01.24 4.01.24 BLACK
2 1 CO1 BOARD &
Types of Innovation K2 PPT
& CO2
5.01.24 5.01.24

3 1 BLACK
CO1 BOARD &
Incremental K2 PPT
& CO2
6.01.24 6.01.24 BLACK
4 1 BOARD &
CO1
Disruptive K2 PPT
& CO2
8.01.24 8.01.24

5 1 BLACK
Lifecycle of CO1 BOARD &
Innovation K3 PPT
& CO2
9.01.24 9.01.24 BLACK
6 1 CO1 BOARD &
idea, literature survey K3 PPT
& CO2
10.01.24 10.01.24 BLACK
7 1 BOARD &
CO1
PoT, PoC, etc K3 PPT
& CO2
11.01.24 11.01.24 BLACK
8 1
Challenges in CO1 BOARD &
Innovation K3 PPT
& CO2
12.01.24 12.01.24 BLACK
9 Time, cost, data, 1 CO1 BOARD &
infrastructure, etc. K3 PPT
& CO2
 8. ACTIVITY BASED LEARNING

1. Pos and Neg Attribute

Topic : Innovation
Course Outcome : CO13&CO2
Program Outcome : PO6,PO8,PO9,PO10,PO11 & PO12
Time : 25-30 minutes
Size : Group 4-7

Aim: The Pos and Neg Grid involves , list of advantages and disadvantages about a suitable
issue related to Innovation, helping student to see a topic from different angles and to
develop skills in analysis and evaluation.

Activity:
1.Identify a topic in the lesson that is open-ended- suitable for discussion and debate - and
that will serve as an appropriate subject for building a list of advantages/disadvantages.
2.Divide students into groups and specify how many Pos and Neg would like each group to
come up with. Allow ten minutes for students to discuss and write down the list of Pos and
Neg
3.If Pos and Neg that are similar, then note it how many times they have appeared across
different groups to emphasize their importance.
4. Challenge to back up their Pos and Neg with research, evidence, and/or analysis.
5.Read the list to the class without disclosing the authors in order to stimulate
conversation.
6. Surprised at what misconceptions or assumptions students make about the subject.

Benefits:
 Become engaged intellectually, emotionally, and socially
 Take initiative, make decisions, and feel accountable for the results of the activity
Synthesize observations and reflections in a new way, opening up different
interpretations of course material
Learn from the natural consequences of group debate and discussion, opening a healthy
platform for dialogue where students feel they are allowed to make mistakes
2. Instant Test Questions
Topic : Incremental Innovation
Course Outcome : CO3&CO6
Program Outcome : PO6,PO8,PO9,PO10,PO11 & PO12

Time : 20-30 minutes

Size : 2-4

Aim: A student-generated test question to other participants and the opportunity to ask the
questions instead of just answering them.

Activity:
1. Students ask to prepare three to five test questions of their own related to topic.
2. Explain that, students must also create the related answers to the questions they
come up with.
3. After the allotted time, group the students into 2-4 and have them test each other
with the questions they have written.

4. If time permits, get students to share their results with the class.

Benefits:
 Understand key concepts within a lesson
 Consider to be reasonable and valuable test questions
 Students have inaccurate expectations for an upcoming test
3.Back of the Chart
Topic : Proof of Concept (PoC)
Course Outcome : CO3&CO6
Program Outcome : PO6,PO8,PO9,PO10,PO11 & PO12
Size
: 4-8
Time : 10-20 minutes
Aim: To work together and solve problems creatively for Promoting unconventional
thinking and teamwork.

Activity
1. Come up with a bunch of open ended problems. These could be related to your
business, an imaginary product, an environmental problem, etc.
2. Divide all students into teams of 4 to 8 - basically, what you would see in a team of
start-up co-founders.

3. Give each team a Chart and a pen.

4. Ask the teams to draw a solution to the problem as a flow chart/sketch/graph.
5. Evaluate all solutions and pick the best one.
6. Offer prizes to the best solution
Benefits:
 Team building exercise replicates this tiny canvas, giving participants something fun
to do while promoting teamwork and outside-the-box thinking.
4. Memory Board
Topic : Proof of Technology (PoT)
Course Outcome : CO3&CO6
Program Outcome : PO6,PO8,PO9,PO10,PO11 & PO12
Size :1-2
Time : 20-30 minutes
Aim: A physical activity that establishes and re-lives the shared memories.

Activity:
1. Give each participant sheets of paper, markers, and tape.
2. Ask each participant to survey the room.
3. Take 15 minutes to write down positive memories of shared experiences
4.Once participants have a few memories listed, ask them to draw a few of these
memories on fresh sheets of papers.
5. The drawings can be abstract renditions of the "memory scene".
6.They can involve partners who've shared the memory to create this drawing. Give
them up to 30 minutes to do this.
7. Once the time is up, ask participants to tape their memory drawings to the Board.
8.Ask for volunteers to approach the board and expand on the memories they just
taped on the board with all Participants.

Benefits:
 Creates a welcoming environment and positive relationships between participants.
Rendering each memory individually as a drawing adds much-needed humor and
friendship to the whole exercise.
 9. LECTURE NOTE
Unit –I INNOVATION
What is Innovation

An innovation is a new or improved product or process (or combination thereof) that

differs significantly from the unit’s previous products or processes and that has been
made available to potential users (product) or brought into use by the unit (process)

Innovation is not an invention

‒An invention is an idea, a concept or design for a new or enhanced product, system
or process
‒An innovation can be an implementation of the invention and thereby making the
ideas useful
‒Innovation involves selecting, connecting, combining ideas into a marketable
product or service
Innovation is transformation of an idea into reality
Innovation relates to adding value or making a change in the existing product or
process
Innovation happens when the need is felt for improvement in existing
product/process/service or need for a new product/process/service that adds up
value to the customer

Importance of Innovation in an Organization

Innovation helps to:
Build competitive advantage
Improve productivity, reduces cost
Penetrate in new markets, find new opportunities
Build enhanced products and services to the customers
Increase market share/profitability
Motivate employees to work, improved employee retention
Enhance brand value

Types of Innovation
Organisation for Economic Cooperation and Development (OECD) highlights two
different types of innovation:
innovations that change the firm’s products (product innovations)
innovations that change the firm’s business processes (business process
innovations).

Product Innovation is a new or improved good or service that differs significantly

from the firm’s previous goods or services and that has been introduced on the
market
Additions of new functional features or improvements to existing functional features
leading to improved quality, durability, reliability, economic efficiency during use,
affordability, usability and user friendliness (for example, introduction of a new
product line that uses less expensive materials and is consequently offered at lower
cost automatic payment of a taxi ride after the ride has taken place)
Process Innovation is a new or improved business process for one or more business
functions that differs significantly from the firm’s previous business processes and that
has been brought into use by the firm
Core business function of producing goods and services and supporting functions such
as distribution, logistics, marketing, sales; information and communication technology
(ICT) services to the firm, administrative and management functions (for example,
application of data mining analysis to large databases to identify potential market
development opportunities)

A business process innovation can significantly improve the quality of a product, resulting
in a joint business process and product innovation
The minimum requirement for an innovation is that the product or business process must
have one or more features that were not made available in the products or business
processes in the previously offered by or used by the firm. The enhanced features must
be relevant to the organization or to external users.
For example, the organization may expect the new or improved characteristics of a
product (or business process) to increase usefulness for users or to enhance its own
competitive position in the market

Innovation activities vary greatly in their nature across various organizations

Some are involved in well-defined innovation projects, such as the development and
introduction of a new product.
Some make continuous improvements to their products, processes and operations.
These fall under category of incremental innovation

Categories of Innovation

The types of innovation (product and business process) are categorized by novelty or
economic impacts. For example, introducing a new flat screen television is a major
change to the older established television market. However just enhancing the resolution
of the screen is a minor change. The three categories are Incremental, Radicaland
Disruptive.
Incremental innovation is about continuous improvement making small changes to
products, processes or services. It increases value to the customer (features, design
changes, etc.) or creates possibility of making small changes to revenue or efficiency or
both. The risk of introducing incremental innovation is low.
Radical innovation is about making major changes in using revolutionary technology
and new business model. It has potential positive impact on enterprise’s performance
such as revenue or efficiency. It inherits high level of risk, high cost of failure and
focuses on long-term impact. It may displace current products.
Disruptive innovation make product and services more accessible, affordable, and
availableto a larger users. Disruptive innovations originate in low-end footholds or new-
market footholds.
Disruptive Innovation: Explained
To be disruptive, a disrupter must first gain acceptance in the low end of the market.
This sector is generally not given importance by the enterprises who are established in
the market and holds profitable high-end customers.
–For example, with the advent streaming technology over internet, Netflix was able to
offer on-demand movies and TV to a large customer base at cost-effective price and thus
able to grow the business exponentially. It was the initial focusing on the low-end of the
market that made Netflix disruptive. Gaining a low-end foothold and with a completely
different business model allowed Netflix to move upmarket and in due course attract
Blockbuster’s core customers

Low-end footholds
Incumbents provide attention to their most profitable and demanding customers with
enhanced products and services and give low priority to less-demanding customers.
Disrupter may target those low-end customers by providing with a “good
enough” product and later move up across customer profile as the product
acceptance improves

New-market footholds
Disrupter creates a market where none existed
Disrupter finds a way to turn non consumers into consumers.

Examples of Different Categories of Innovations

Incremental
–Gillette started with a single blade razor, but their product has evolved, adding different
features and more blades as the company has sought to better meet customer need
–Intel’s regular launch of more-powerful microprocessors
–Microsoft Windows, Apple iPhone new versions of product
–Self ordering kiosks in restaurants
Radical
–iPhone,
–Personal computer
–Internet
Disruptive
–Netflix’s offering on demand movies
–Amazon experimenting with drones for deliver goods,
–Google’s self driving car

Changes that are not Innovations

Routine changes or updates
–software updates that only detect and remove coding errors
–seasonal changes in retail store in arranging the commodities
Simple server replacement or upgrade is not an innovation
–minor extensions and updates to existing server, system or device
Product introductions that only involves minor aesthetic changes
–such as a change in color or a minor change in shape

Minor changes in a business process which is already implemented in an other divisions

of the firm
Other Type of Innovation: Jugaad Innovation

‘Jugaad Innovation’ means improvised solution using limited resources (The word
‘Jugaad’ originates from Hindi). JugaadInnovation has the following three core aspects:
Faster: They don’t use pre-planned, detailed R&D processes. But rely majorly on rapid
prototyping techniques. They collaborate closely with customers and use their constant
feedback to develop relevant product features
–e.g. Jane Chen and Rahul Panicker, founders of Embrace social enterprise specializing
in infant healthcare, designed portable infant warmer by interacting with village
pediatricians, midwives, nurses, and parents
Cheaper: They are very frugal. Rather than reinventing the wheel or spending huge
money on R&D projects, they develop new solutions by reusing existing infrastructure
and assets
–e.g. YES Bank, one of India’s leading private banks, has deployed mobile banking
application that enables users to transfer money via mobile phone without the need for
a bank account. This solution takes advantage of India’s existing mobile telephony
infrastructure that extends to the remote villages in India
Better: They develop solutions that are affordable and deliver superior quality catering
to consumers who are low earners
–e.g. SELCO, an Indian renewable energy firm, developed solar lanterns to rural
customers that are affordable

Lack of Focus on Innovation Leading to Closure of Business

Kodakled the photography industry for years with focusing on improvements to

traditional film. With the advent of digital imaging(disruptive innovation) which
revolutionized the way people captured, stored and used images –made Kodak obsolete.
Kodak held on to analog cameras instead of moving quickly to digital to remain as
industry leader
Nokiakept focusing on hardware innovationand underestimated the importance of
software apps that run on smartphones, which was equally important aspect of user
experience
Blockbuster, the video-rental company was at its peak in 2004. Unable to transition
towards a digital model, Blockbuster filed for bankruptcy in 2010
Yahoo–Undervalued the importance of search and focused more on online advertising
market
 Lifecycle of an innovation
Lifecycle of an innovation was introduced. It depicted the following phases
Necessity to Idea;
Idea to Research;
Research to Invention;
Invention to IPR;
IPR to Offering;
Offering to Impact
When an innovation takes life as an ‘Offering’ that is taken to the market, we can
map it to the following stages.

i. Ideation (from ‘necessity’ to ‘solution concept’)

ii.Research (Deep study of ‘necessity’ and ‘solution’ )
iii.Offering (Inventions, Protection, IPR, Productization)
iv.Commercialization (Creating an impact)
v.Growth (Sustaining)
vi.Retirement (End of Life)

Lifecycle of Innovation –Ideation

An idea can be a THOUGHT about a
Apotential solution or offering to a Customer’s needor a Market problem–an
identified necessity
Anew technical solution or offering can
–Be a new product or new service
–open a possible new market

How does one get an Idea?

Curiosity, Learning & Observing, Rationalization
By identifying or recognizing the existence of a problem
Getting a deeper understanding of the problem –gather information, understand
expectations
Targeted search –creativity workshops, idea contests
Random findings –Chancing on a new discovery, suggestions or feedback

Lifecycle of Innovation -Research

Focused research is needed to give a form to the idea
Reframing the problem, setting expectations
Conceptualization, Idea Mining
Extensive analysis & derivation of concepts for the solution, implementation &
marketing
–Market & Customer requirement: What are the needs, unfulfilled or unconscious
problems, importance, surveys
–Market Potential: Size & Attractiveness –business canvas, commercial viability of
the product
–Growth Potential: Differentiators, scaling opportunities
–Risks & feasibility: Technical, Entry Barriers, Laws, Regulations, Standards,
Patents
Proof Of Concept (PoC)
Establish feasibility of an idea, provides evidence that an developing a solution is
practical
May require some investment –time, technology
Identifies the need to revisit the thought processes
Develop Prototypes

Lifecycle of Innovation -Offering

To develop an Offering (Product)
Ensure availability of resources (funding, people, infrastructure, test beds…)
Proof of technology exercises (multiple attempts may be needed)
Define scope of the solution (one product may not be able to solve the problem for
all)
Develop the initial roadmap –Minimum Viable Product (MVP), Release Version 1,
Release Version 2….
Identify potential anchor customers as early adopters of the product
Scope out and develop MVP –incubate with anchor customers, analyze and
incorporate feedback
Product enters continuous release iteration loop
–New product version ready for release to market
–Roadmap regularly updated as per feedback

Inventions & IP
For an offering to succeed in the market there needs to be one or more novelty
attributed to it
This gives rise to potential inventions and hence IP that needs protection (IPR). An
IP may have a lifecycle of its own.

Lifecycle of Innovation -Commercialization

Setting up the Business Plan
Sales Strategy
Marketing Strategy
Contracting & Licensing Management (Terms & Conditions, Scoping)
Product Management & Engineering (Packaging & Delivery)
Implementation & Support (Post sales)

An offering’s business plan is a living artifact –which is continuously monitoring its

market performance and re-strategizing the sales and marketing approach
It also provides course guidance to the Product Management and other Support
teams
Lifecycle of Innovation -Growth
Ensuring staying ahead in the market
Continuous Market study (Key Players, Competition Strategies, New Technologies,
Characteristics of the need)
Evolving Product Roadmap (Continuous market understanding, continuous
innovation and IP creation, Release plan)
Building and amplifying differentiation, increasing customer acceptance and
complying to regulatory requirements
Continue to be economically viable –IPs can help command premium value
Continuously ensure credibility gain through customer testimonials and analyst
recognitions

Business growth is driven by Innovation Management with Engineering, Marketing &

Sales continuously working in tandem throughout

End of Life
The Ideas, Impact of the ideas and Growth starts getting to be insignificant –
impacting the interest of the organization, customer and investors to continue with
the product. The potential attributable reasons:
Economic viability goes down
Loss of relevance as a solution
Technology substitution
Loss of market space, demand
No more leading the solution space

Planning a graceful exit is important to ensure credibility in the market space

An important aspect that needs to be tracked and recorded though an offering’s life
is the impacts it has created that leads to learning and insight to create more
ventures
Economic–How did it impact the market, how was it impacted by the market, How
was the organization impacted
Social–What was the social impact (e.g., Pollution reduction, improvement in
sanitation)
Technology–Did it spawn new technologies, new technical processes
What is the purpose of a literature review?
When you write a thesis, dissertation, or research paper, you will have to conduct a
literature review to situate your research within existing knowledge. The literature
review gives you a chance to:
• Demonstrate your familiarity with the topic and scholarly context
• Develop a theoretical framework and methodology for your research
• Position yourself in relation to other researchers and theorists
• Show how your research addresses a gap or contributes to a debate
You might also have to write a literature review as a stand-alone assignment. In this
case, the purpose is to evaluate the current state of research and demonstrate your
knowledge of scholarly debates around a topic.
The content will look slightly different in each case, but the process of conducting a
literature review follows the same steps.
Writing literature reviews is a particularly important skill if you want to apply for
graduate school or pursue a career in research.
Step 1: Search for relevant literature
Before you begin searching for literature, you need a clearly defined topic.
If you are writing the literature review section of a dissertation or research paper, you
will search for literature related to your research problem and questions.
If you are writing a literature review as a stand-alone assignment, you will have to
choose a focus and develop a central question to direct your search. Unlike a
dissertation research question, this question has to be answerable without collecting
original data. You should be able to answer it based only on a review of existing
publications.
Step 2: Evaluate and select sources
You probably won’t be able to read absolutely everything that has been written on the
topic—you’ll have to evaluate which sources are most relevant to your questions.
For each publication, ask yourself:
• What question or problem is the author addressing?
• What are the key concepts and how are they defined?
•What are the key theories, models and methods? Does the research use established
frameworks or take an innovative approach?
• What are the results and conclusions of the study?
•How does the publication relate to other literature in the field? Does it confirm, add to,
or challenge established knowledge?
• How does the publication contribute to your understanding of the topic? What are its
key insights and arguments?
• What are the strengths and weaknesses of the research?
Step 3: Identify themes, debates, and gaps
To begin organizing your literature review’s argument and structure, you need to
understand the connections and relationships between the sources you’ve read. Based
on your reading and notes, you can look for:
•Trends and patterns (in theory, method or results): do certain approaches
become more or less popular over time?
• Themes: what questions or concepts recur across the literature?
• Debates, conflicts and contradictions: where do sources disagree?
• Pivotal publications: are there any influential theories or studies that changed the
direction of the field?
•Gaps: what is missing from the literature? Are there weaknesses that need to be
addressed?
Step 4: Outline your literature review’s structure
There are various approaches to organizing the body of a literature review. You should
have a rough idea of your strategy before you start writing.
Depending on the length of your literature review, you can combine several of these
strategies (for example, your overall structure might be thematic, but each theme is
discussed chronologically).
Step 5: Write your literature review
Like any other academic text, your literature review should have an introduction, a main
body, and a conclusion. What you include in each depends on the objective of your
literature review.
Introduction
The introduction should clearly establish the focus and purpose of the literature review.
Body
Depending on the length of your literature review, you might want to divide the body into
subsections. You can use a subheading for each theme, time period, or methodological
approach.
Conclusion
In the conclusion, you should summarize the key findings you have taken from the
literature and emphasize their significance.

Proof of Technology (POT)

A proof of technology is a small project that tests whether an idea about a technology is
viable. It is introductory research that can save time and money, providing you with
actionable data to make an argument for change.
This can be a fresh start on something new or spring from structural changes all the way
up to a full rebuild or redesign of an existing product feature. With research and
documentation of the process, you can fully understand what routes would be best to take
and why.
Building a proof of technology helps you figure out if your idea is possible and will arm you
with data on how to move forward. If your idea is viable, the proof of technology is the
foundation of a project — if it’s not, you have documentation with specific reasons and
avenues tested, allowing you to pivot.
Prototype
Like proof of technology, a prototype tests out an idea to see if it’s viable. The difference is
that it is a working model of several aspects of a product/program/service.
Where a proof of technology provides in-depth research and testing of a specific feature to
see if it is possible, a prototype will have several areas thought through.
Minimum Viable Product (MVP)
An MVP is an initial version of a final product, brought to market to get feedback so that
continuous improvement can happen based on real-world data.
While this sounds like a proof of technology and a prototype in one, it’s a little different.
This is a full working version of your product, released into the public for use. The data that
you are able to get from users is data that will help educate and prioritize a backlog of
features.
What is the Ideation Phase?
Ideation is the process of generating new ideas and solutions. It is a creative process that
provides your team with a transition from identifying problems to developing solutions. In
the process of the project discovery phase, ideation allows you to think differently about
new software concepts.
By asking the right questions in the ideation phase, your team can bring together new
perspectives and step beyond an obvious, single solution. Ideation facilitation is important
in a Design Thinking approach as it guides the team towards innovation.
What is a Proof of Concept?
When you come up with an idea that involves exploring innovative technologies, a proof of
concept (POC) will show you all the different strategies you can use to develop a product.
It will test your idea only to verify if the product you envisioned has the potential for
further development.
Once a team focuses on the technology, they can assess whether the product is feasible
or if it comes with potential limitations. A POC can help you with:
• Applying existing technology in a new way to gain knowledge and inspiration
• Creating and understanding new technology while assessing its application
• Showcasing your idea to investors by implementing it to gain a better understanding
With a successful POC, project managers can see whether a product meets customers’
needs to ensure the best possible process outcome. Regardless of the short life cycle of a
POC, shareholders will be able to decide whether the idea is worth developing or not.
Here’s how to write a satisfactory proof of concept:
• Use research data to understand what you want to develop
• Brainstorm a solution
• Decide on the technology used in the process
• Demonstrate product functionality and identify possible features
• Present POC and get feedback
When Do You Need a Proof of Concept?
A POC varies greatly depending on the type of product and the complexity of the
development phase. Behind every POC, there is comprehensive research and assessing
one or more key aspects of what might be involved in a production system.
After data analysis, we know which tools we need to develop for a fully functioning
solution and have input on setting out a project plan and timetable.
Here's when you need a POC:
•Validation. If you don't know whether you have a marketable product, a POC will give
you valuable insight.
•Looking for investors. Even if you don't have investors for your product, you need to
demonstrate a financially sound concept.
• Resolving problems. Get a clear picture of potential issues in the development phase.
What are the Benefits of a Proof Of Concept?
Here’s how can a proof of concept can benefit you:
•Knowledge and inspiration. Even if the solution won’t work, you will be sure that the
technology could be used in some other way.
• Understanding. Engaging the whole team and each stakeholder during this stage
ensures that everyone speaks the same language from the beginning.
• Risk minimization. You won’t invest in solutions that can’t be produced.
Proof of Technology vs. Proof of Concept
Proof of Technology (POT) and POC are terms used interchangeably to describe testing an idea to
see whether the technology used can support project goals.
Once your product passes through ideation stages and you gain valuable feedback, it is time to
determine whether the product is viable. Both POTs and POCs help developers to define clear
input and output flows and get a general view of the product's layout.
Building a POT will provide you with data that shows how to move forward with the product. You
can stay on your initial course or change your focus depending on the findings you've gathered in
this stage of development.
What is a Prototype?
A prototype is another way to test the viability of your concept. A prototype addresses the
question of how a product can be delivered, while a POC asks whether it is possible in the first
place.
A prototype brings your idea to life. A development team can create a layout and most of the
product's functionalities to access its performance.
The purpose of a prototype is to transform a complex idea into a product by allowing users to
interact with it. Every conclusion you acquire from this process will guide later product
development cycles.
Here are the steps to build a successful prototype:
• Gather basic product requirements
• Create a prototype
• Collect feedback from target audience
• Revise and repeat until you get enough data to proceed to creating an MVP
When Do You Need a Prototype?
You know that the solution can be developed but you are not sure how to do it?
A prototype is what you need. Before creating a prototype, we define input and output flows and
provide an idea of the layout. We can gain greater knowledge of what the solution of the POC will
be when finalized: product usability, functionality, and design.
You need a prototype when:
• Identifying requirements. Project requirements are not clear to the team.
• Solidifying product description. Product description changes have to change too often.
•Provide clear guidelines. Your team is working on a big project that requires a lot of
experimenting and has a tight timeframe.
What are the Benefits of a Prototype?
Benefits of a prototype include:
• Certainty. Prototyping helps to ensure that the product does what it is supposed to do.
• Predictability. You will have insight into weak points and where errors might occur.
• Estimation. You will also have quantification of time, resources, and money needed.
What is a Minimum Viable Product?
One of the best ways to examine whether a product is ready to go to market is by building a
minimal viable product (MVP) with basic functionality.
An MVP is a working version of the product that you give to potential users to test its functionality.
During this stage, the main objective is to collect data and prioritize a backlog of features.
Also, it is crucial to decide which product features to focus. This allows you to reduce risks and
maximize return in the future development stages.
Here are the steps to build an MVP:
• Do market research
• Analyse the value your product brings to the market
• Create user flow
• Prioritize features
• Launch your MVP
When Do You Need an MVP?
You have a prototype but are wondering if the market really needs it?
The only way to check it without spending lots of money is to prepare an MVP that provides
only the minimum functionality and can be confronted with a group of potential users.
During this stage, the work is focused on business functions. Moreover, you will be forced
to define your value precisely and decide what really needs to be developed to test this
value.
Here’s when you need an MVP:
•Materialization. When you need to create an actual product you can offer to users and
you don’t want to spend too much time and resources making it.
•Feedback. If you don’t know how the product will perform on the market, an MVP will
give you a new understanding of the product’s appeal to customers.
•Planning. An MVP is a great learning tool, as every new piece of information can be used
for further product development.
What are the Benefits of an MVP?
Advantages of an MVP include:
• Money. By building an MVP, you reduce the development time and resources.
•Risk minimization. In the end, you will be able to tell if the market shares your opinion
and what the demand is for the functionality you have achieved.
• User experience. If users like your MVP, you will gain good relationships with clients
sooner.
Challenges In Innovation

How does Innovation happen in an Organization

In an ideal scenario:
An employee (or a team) has an idea –and that is a very good idea
Theidea or its concept gets taken up in an appropriate organizational
forum and gets accepted
The organization decides that it is an investment worth betting on (through
market studies, surveys)
Organization helps manage the necessary funding, IP protection,
infrastructure and logistics to take the concept to a solution level
Organization sets up and empowers the team to develop the offering
Organizations invests into marketing & sales efforts
Organization reaps the benefit of the innovation –through market revenue
(sales, royalties), goodwill, brand image
Organization rewards the stakeholders behind the innovation’s success
Organization encourages more innovations

Challenges in Innovation
Sustaining an Innovative Offering requires a delicate balance of Ideas,
Investment and Market strategies.
Maintaining the balance is the challenge that exists across the lifecycle of an
innovation and can be broadly defined as challenges during the:
Ideation, Research stages (Ideas);
Offering, Commercialization stages (Investment);
Growth, Retirement stages (Market)
Challenges in Innovation: During Ideation and Research Stages

No Ideas originating from the organization

–Don’t feel empowered to innovate: Lack of support of the leadership
–Not motivated to innovate: No incentives for employees and stakeholders
–No innovation strategy: Lack of shared vision or purpose, no organizational
commitment to innovation.
–Centralized groups: Feeling that innovation is restricted to the R&D or Technology
teams
–No diversity: Teams with similar thoughts, cultures may have limited outlook and ideas
–Fear of failure: People are afraid of looking foolish or being laughed at
–Work Stress: No time to think creatively, difficult to think collectively, reduced quality of
mental processes
–Following Rules and Assumptions: Confirming to accepted patterns of beliefs, culture,
thoughts, rules and processes. Restricted thinking due to flawed assumptions
–Too much logical thinking: Neglecting intuition, suppressing imagination
–Lack of attentive listening: Not listening to external stakeholders such as markets,
analysts, technologists, customers…

Challenges in Innovation: During Offering Development and Commercialization

Ideas and concepts do not find the light of the day –No investment, No Protection
Reasons
–No collaboration culture in the organization:
Internal Collaboration –within various departments –Management, Finance, Engineering,
Marketing, Sales
External Collaboration –Industry partners, Customers, Competition
–Complacency: Organization tend to rely on their existing successful products. Would not
want reduce investments on them for fear of losing resources of customer attention
–Procrastination or Delayed decisions: Investment decisions need to be made fast or else
the relevance of the idea to the market needs is lost. Finding a sponsor and funding
needs to be done at priority
–Management expectations & support: Lack of Senior Exec ownership. Early Pay-Off
expectations. Constantly shifting priorities. No risk-taking appetite. Resistance to change.
Organizational politics and hierarchy. Micromanagement
–No focus on protection: All inventions and IP developed during the exercise needs
adequate protection to maintain

Challenges in Innovation: During Growth and Retirement

Managing the market leadership and credibility is a major challenge –No Market
Reasons
–Loss of Market connection: Understanding of changing customer needs and innovating
to keep abreast of futuristic trends
–Wrong measurement of success of offering: Continuous reliance on sales and profits as
a measure of success without focusing on number of ideas being generated, investments
(funding, time) on innovation-related initiatives, customer satisfaction, market share
–Not ensuring graceful retirement: Ensuring brand image of the organization is not
impacted by abrupt closure of the offering. Important to ensure customers interests are
properly managed
Scott Berkun 8 Challenges innovation

Find an idea. Historically this is easy. Ideas are everywhere and anyone who can consider a
problem for an hour can come up with possible ideas for solving it. Creativity is rarely the
hardest challenge.
Develop a solution. The gap between an idea and a working prototype is HUGE. So what if
you think something can be done, go and do it. Until you can show the manifestation of the
idea, it’s still just an idea. Thousands of brilliant minds have conceived brilliant ideas, but
failed, despite years of dedicated effort, to successfully prototype them.
Find a sponsor and funding. Even with a kick-ass prototype in hand you need resources
to develop the prototype into a product. Whether an entrepreneur or a middle-manager,
odds are good that to finish a prototype, or make a product out of it, you’ll need someone
else’s approval. (Even if it’s your wife’s permission to spend nights working, a friend who will
let you live in their basement, or a bartender willing to run you a tab).
Reproduction. Making one of something is not the same as making a thousand. I happen
to have an amazing mousetrap: his name is Vincent and he’s my 15lb cat. But I can only sell
one, as cloning him would cost $50,000 and that’s more than anyone would pay for a good
mousetrap. Having an innovation and having an innovation than can be reproduced
economically are not the same thing. Software is generally easy to reproduce, but many
innovations are not. When it comes to the web, reproduction often means scale: can your
server handle 50000 people using your innovation at the same time? This is a different
technical skill set than creating the prototype.
Reach a customer. This is where the skill set required to make a successful innovation
changes dramatically. OK. So you’ve overcome the first four challenges – but now the
challenge has nothing to do with domain expertise, prototype brilliance, or even funding.
Now someone has to inform potential customers that your innovation exists, persuade them
to be interested, and convince them to pay money for it. Wow. What does this have to do
with breakthrough thinking or a brilliant prototype? Very little. Those things help, but the
challenge is now about persuasion, not creation. Up until this challenge, most
innovators are deliberately hiding from the world in fear of idea theft, but now they have run
in the opposite direction.
Beat competitors. Every idea has competitors. Even if you successfully reach customers,
you won’t be the only one trying to reach them, and in the pursuit of customers things get
ugly. Thomas Edison, in the war over electricity, tortured animals to convince the world his
DC current was safer than Westinghouse’s AC (they were equally dangerous). How to
position, advertise, make partnerships, sign deals and distribute a product is complex,
unpredictable, and has little to do with the quality of the idea being sold.
Timing. This is the challenge that crushes innovators souls. A huge number of things can
happen on any of your important days that a) decides your fate and b) you have no control
over. Imagine what happened to all the start-up companies that announced their new
product to the world on Sept 11, 2001. No one knows their names, and many of those
companies did not have the resources to stage another launch. WWII had a huge impact on
innovation: many ideas that weren’t war related were mothballed for years, including
broadcast television in the USA. Timing impacts product launches, business deals, cost of
goods, and dozens of other decisions innovations depend on.
Keep lights on. And of course, while you’re doing all of the above, someone has to pay the
bills and keep whatever daily business there is running.
THE HIDDEN BARRIERS TO INNOVATION – KEY OBSTACLES TO
INNOVATION

Obstacles that will need to be addressed if you expect to establish a sustainable

culture of innovation:
1. Lack of a shared vision, purpose and/or strategy
2. Short-term thinking/focus
3. Lack of time, resources or staff
4. Lack of “spec time” to develop new ideas and opportunities
5. Innovation not articulated as a company-wide commitment
6. Lack of ownership by senior leaders
7. Leadership expects payoff sooner than is realistic
8. Lack of a systematic innovation process
9. Management incentives are not structured to reward innovation
10. No reward and recognition programs
11. Constantly shifting priorities
12. Belief that innovation is inherently risky
13. Internal process focus rather than external customer focus
14. Inadequate understanding of customers
15.Focus on successes of the past rather than the challenges of the future
16.Unwillingness to change in the absence of a burning platform
17.Unwillingness to acknowledge and learn from past “failures”
18. Politics – efforts to sustain the status quo to support entrenched interests
19.Rewarding crisis management rather than crisis prevention
20.Hierarchy – over-management and review of new ideas
21.Micromanagement
22. Under-funding of new ideas in the name of sustaining current efforts
23. Fear that criticizing current practices and commitments is a high-risk activity
24. Risk aversion
25.Addiction to left-brained, analytical thinking
26.Absence of user-friendly idea management processes
27.Innovation not part of the performance review process
28.Lack of skillful brainstorm facilitation
29.No creative thinking training
10. ASSIGNMENT

1. Title : Cause and Effect: Barriers to Creativity and Innovation

Course Outcome :CO1 & CO2

Program Outcome :PO10 , PO11 & PSO3

Template:

Minimum Pages Expected: 05

AIM
Barriers emerge from attitudes and perceptions of organizational
leadership while others come from organizational structure or even from
the employees themselves. Since these barriers have a tendency to
eliminate creative possibilities from the organization, identifying and
removing barriers to creativity and innovation is crucial.

2. Title : The life cycle of technological innovation systems

Course Outcome :CO1&CO2

Program Outcome :PO10, PO11,PSO3

Template:

Minimum Pages Expected: 04

AIM
The technological innovation systems (TIS) framework is one of the key
approaches in sustainability transition studies. An ideal TIS life cycle
representation is suggested and three empirical examples of long-term
TIS development and decline are discussed. It is argued that adopting a
TIS life cycle perspective opens up important new issues for
sustainability transition studies. One such issue is directing attention to
technology decline and the role of public policies therein.
3. Title :Building a proposal
Course Outcome :CO3

Program Outcome :PO10, PO11,PSO3

4. Title :Rethinking an existing product

Course Outcome :CO4

Program Outcome PO11,PSO3

5. Title : Marketing the impossible

Course Outcome :CO5

Program Outcome :PO10, PO11,PSO3

Q.N 11. Part A Q & A K Course
Question and Answers
o Level outcome
What is innovation?
An innovation is a new or improved product or process (or
combination thereof) that differs
Significantly from the unit’s previous products or processes
1 K1 CO3
and that has been made available
to potential users (product) or brought into use by the unit
(process)
Why is innovation important K1 CO3
Build competitive advantage
Improve productivity, reduces cost
Penetrate in new markets, find new opportunities
2 Build enhanced products and services to the customers
Increase market share/profitability
Motivate employees to work, improved employee retention
Enhance brand value
What are the different types of innovation K1 CO3
Innovations that change the firm’s products (product
innovations)
Innovations that change the firm’s business processes
3 (business process innovations).
What is product Innovation K1 CO3
New or improved good or service that differs significantly
4 from the firm’s previous goods or services and that has
been introduced on the market
What are the new functional features of product K1 CO3
innovation
Improved quality
5 Durability
Reliability
Economic efficiency during use
Affordability
Usability
User friendliness
6 What is meant by process Innovation K1 CO3
Process Innovation is a new or improved business process
for one or more business functions that differs significantly
from the firm’s previous business processes and that has
been brought into use by the firm
7 How the innovation is categorized by novelty or K1 CO3
economic impacts?
Incremental
Radical
Disruptive.
Q.N K Course
Question and Answers
o level outcome
8 What is Meant by Incremental innovation
Incremental innovation is about continuous improvement
making small changes to products, processes or services. It K1 CO3
increases value to the customer (features, design changes,
etc.) or creates possibility of making small changes to
revenue or efficiency or both. The risk of introducing
incremental innovation is low.
9 What is Meant by Radical innovation
Radical innovation is about making major changes in using
revolutionary technology and new business model. It has K1 CO3
potential positive impact on enterprise’s performance such
as revenue or efficiency. It inherits high level of risk, high
cost of failure and focuses on long-term impact. It may
displace current products.
10 What is Meant by Disruptive innovation
Disruptive innovation make product and services more
accessible, affordable, and available to a larger users. K1 CO3
Disruptive innovations originate in low-end footholds or
new-market footholds
11 List the Changes that are not Innovations
software updates that only detect and remove coding
errors K1 CO3
seasonal changes in retail store in arranging the
commodities
minor extensions and updates to existing server, system or
device
such as a change in color or a minor change in shape
What is Jugaaqd Innovation
12 ‘Jugaad Innovation’ means improvised solution using
limited resources
13 List business closed company due to Lack of Focus
on Innovation
Kodak K1 CO3
Nokia
Blockbuster
Yahoo
14 What are the Phases of lifecycle of an innovation
Necessity to Idea
Idea to Research
K1 CO3
Research to Invention
Invention to IPR
IPR to Offering
Offering to Impact
Q.N K Course
Question and Answers
o level outcome
What are the stages of lifecycle of an innovation
i. Ideation (from ‘necessity’ to ‘solution concept’)
ii.Research (Deep study of ‘necessity’ and ‘solution’ )
15 iii.Offering (Inventions, Protection, IPR, Productization) K1 CO3
iv.Commercialization (Creating an impact)
v.Growth (Sustaining)
vi.Retirement (End of Life)
How does one get an Idea?
16 Curiosity, Learning & Observing, Rationalization
By identifying or recognizing the existence of a problem
Getting a deeper understanding of the problem –gather K1 CO3
information, understand expectations
Targeted search –creativity workshops, idea contests
Random findings –Chancing on a new discovery,
suggestions or feedback
17 What is Proof Of Concept (PoC)
Establish feasibility of an idea, provides evidence that an
developing a solution is practical
What are the different phases of Lifecycle of
18 Innovation
Necessity to Idea;
Idea to Research; K1 CO3
Research to Invention;
Invention to IPR;
IPR to Offering;
Offering to Impact
What are the different stages of Lifecycle of
Innovation
19 Ideation (from ‘necessity’ to ‘solution concept’)
Research (Deep study of ‘necessity’ and ‘solution’ ) K1 CO3
Offering (Inventions, Protection, IPR, Productization)
Commercialization (Creating an impact)
Growth (Sustaining)
Retirement (End of Life)
How does one get an Idea?
Curiosity, Learning & Observing, Rationalization
By identifying or recognizing the existence of a problem
20 Getting a deeper understanding of the problem –gather K1 CO3
information, understand expectations
Targeted search –creativity workshops, idea contests
Random findings –Chancing on a new discovery,
suggestions or feedback
Q.N K Course
Question and Answers
o level outcome
What are the steps follow for Commercialization of
IP Innovation
21 Setting up the Business Plan K1 CO3
Sales Strategy
Marketing Strategy
Contracting & Licensing Management (Terms & Conditions,
Scoping)
Product Management & Engineering (Packaging & Delivery)
Implementation & Support (Post sales)
22 What is the purpose of a literature review?
Demonstrate your familiarity with the topic and scholarly
context K1 CO3
Develop a theoretical framework and methodology for your
research
Position yourself in relation to other researchers and
theorists
Show how your research addresses a gap or contributes to
a debate
23 What is Proof of Technology (POT)
A proof of technology is a small project that tests whether
an idea about a technology is viable. It is introductory
K1 CO3
research that can save time and money, providing you with
actionable data to make an argument for change
24 What is Minimum Viable Product (MVP)
An MVP is an initial version of a final product, brought to
market to get feedback so that continuous improvement
K1 CO3
can happen based on real-world data
25 What is a Prototype?
A prototype is another way to test the viability of your
concept. A prototype addresses the question of how a
K1 CO3
product can be delivered, while a POC asks whether it is
possible in the first place.
26 What are the Benefits of a Prototype?
Certainty. Prototyping helps to ensure that the product
does what it is supposed to do.
K1 CO3
Predictability. You will have insight into weak points and
where errors might occur.
Estimation. You will also have quantification of time,
resources, and money needed.
Q.N K Course
Question and Answers
o level outcome
How does Innovation happen in an Organization
An employee (or a team) has an idea –and that is a very
27 good idea K1 CO3
The idea or its concept gets taken up in an appropriate
organizational forum and gets accepted
The organization decides that it is an investment worth
betting on (through market studies, surveys)
Organization helps manage the necessary funding, IP
protection, infrastructure and logistics to take the concept
to a solution level
Organization sets up and empowers the team to develop
the offering
Organizations invests into marketing & sales efforts
Organization reaps the benefit of the innovation –through
market revenue (sales, royalties), goodwill, brand image
Organization rewards the stakeholders behind the
innovation’s success
Organization encourages more innovations

26 What are the basic challenges in innovation

Ideation, Research stages (Ideas); K1 CO3

Offering, Commercialization stages (Investment);
Growth, Retirement stages (Market)

29 What are the Four Stages of Innovation

Stage 1. Ideation – Basic research and conception.
Stage 2. Project Selection – The decision to invest.
K1 CO3
Stage 3. Product Development – Building the product or
service.
Stage 4. Commercialization – Bringing the product or
service to market and adapting it to customer demands.
12. PART-B
Q.No Questions K Course
level outcome
1 Explain the Categories of Innovations with Examples K3 CO1 & CO2
2 Explain the core aspects of Jugaaad Innovation with K3 CO1 & CO2
examples
3 Explain Lifecycle of Innovation by a)Ideation K3 CO1 & CO2
b)Research & C) Commercialization

4 Explain the purpose and Steps of Literature survey in K3 CO1 & CO2
Innovation
5 Write Short notes on a) PoC b)PoT c)MVP d)Prototype K3 CO1 & CO2

6 Explain the need and benefit of Proof of Concept K3 CO1 & CO2

7 Explain in detail the Challenges in Innovation K3 CO1 & CO2

8 Explain the Scott Berkun 8 Challenges in Innovation K3 CO1 & CO2

9 Explain the Hidden Barriers to Innovation K3 CO1 & CO2

 13. Supportive online Certification courses

1. Online Course: SWAYAM

Course Name: Innovation and Information Technology Management

Course Instructor: Professor Rahul De. IBM

Duration: 15 weeks

AICTE approved course

Link : https://onlinecourses.swayam2.ac.in/imb21_mg04/preview

2. Online course:Udemy

Course Name: Innovative Growth Strategy: A Beginner's Guide

Instructor: Muralidharan R, Lawyer, Patent Agent, Mediator

Duration: 7 sections,106 lectures

Link : https://www.udemy.com/course/innovative-growth-strategy-a-
beginners-guide/

3. Online course: Coursera

Course Name: Design Thinking for Innovation

Course Instructor: R Jeanne M. Liedtka

Duration: 7 sections,106 lectures

Link: https: https://www.coursera.org/learn/uva-darden-design-

thinking-innovation
 14.Real time applications in day to day life and to Industry

1. Innovations that are Transforming the Automobile Industry

Top 10 AI Innovations in Automobile Industry

3D Printers: The introduction of 3D printers has transformed the automobile industry in the
last few years. The industry utilizes 3D printers for creating automotive prototypes to check
fitness, making aesthetically pleasant parts, designing efficient car models, and many more.
One of the important technologies behind 3D printers is Fused Filament Fabrication (FFF)
that is used for the production as well as end-use parts in the automobile industry.
Smart Helmets: Smart helmets are one of the most important AI innovation in this industry
for the safety of drivers. Smart helmets are completely different from traditional helmets for
the implementation of GSM and GPS technologies. Drivers are inclined towards smart
helmets owing to its advanced technology to call an ambulance or a family member post-
accident, the presence of operation vibration sensors, alcohol sensors, crash alerts, LED
lights, and many more.

Autonomous Vehicles: Autonomous vehicle (AV) is the hottest topic in this industry to
provide major help to citizens. Multiple hi-tech giants are aiming at manufacturing
autonomous vehicles across the world. AV is capable of sensing the nearby environment and
driving on its own without any human driver on the driver’s seat. It can go anywhere like a
classical car after entering the destination. It is very useful for senior citizens to have
freedom and independence to roam around in the city.

Collaborative Robots: Collaborative robots or cobots are thriving in this industry with
their smart functionalities such as machine loading, machine tending, inspection, assembly in
productions, and many more efficiently and effectively. Cobots tend to work with human
employees to enhance outcomes, consistency, flexibility, and support without any potential
error.

Machine Vision: Machine vision is known as a key technology for optimizing different
processes in value chain including quality assurance, production, logistics, and many more.
The automobile industry is leveraging machine vision for unambiguous object detection,
accelerating existing production processes, eliminating potential errors or risks, and so on. It
has high speed where the algorithms need milliseconds to detect, analyze, and process
sufficient data from images.
Automated Guided Vehicles: Automated Guided Vehicles (AGVs) have started providing
multiple benefits to the automobile industry such as reduction in direct labour cost,
eliminating workforce shortage, removing potential errors, limiting heavy goods handling,
scalability, enhancing productivity, ensuring better safety, and many more. AGVs are known
for carrying assembly lines while being forklift-sized wheeled carts to use software in
navigating their movements efficiently and effectively.
Driver Monitoring System: Driver monitoring system is emerging as one of the top AI
innovations for alerting drivers during drowsiness, distraction, and so on to avoid fatal road
accidents. It is also known as a driver state sensing that utilizes a driver-facing hi-tech
camera with infrared LEDs on the dashboard to track the eye movements of drivers. There is
advanced on-board software that collects the data and creates an initial baseline of the
normal active driver. It analyzes whether the driver is blinking more, feeling dizzy, narrowing
the eyes, and other eye movements to issue audio alerts to keep him alert.
 2. Innovation in Industry and the Diffusion of Technology

The varied definitions used in the sources that have been discussed make any aggregate
analysis difficult. A simple three-stage analysis of flows to, from, and within the firm was
used to facilitate comparisons. Even so, each of the generalizations is drawn from
relatively small and unrepresentative samples. Case studies may continue to be a source
of ideas and hypotheses for further research, but do not appear to offer a means for
deeper understanding of the innovation process. The retrospective nature of nearly all of
the sources discussed probably means that the process has been viewed as much more
rational and well-ordered than it is in fact. This failing is partially overcome in firsthand
accounts such as those of Suites and Bueche and Frey and Goldman. Each of these
accounts involves a successful innovation according to technical or commercial criteria,
or both. However, many of the characteristics of innovations that have failed
commercially appear to be similar to those of successful cases. The few longitudinal
studies, and studies comparing more and less successful cases, do support the main
conclusions drawn above.
More serious problems are raised by the distinctly nonrepresentative nature of the
samples used. There are few cases in which the contributions of more than one
organization, or details of interactions over a significant period of time, are discussed.
There is a wide variation in the importance of the innovations included, ranging from
those affecting the economy as a whole to cases involving production in a single firm,
albeit with significant commercial results.
In addition to questions of comparability and sampling, a central problem for further
research on innovation will be to devise an operational model to account for interfirm
and interindustry differences. Polar definitions used in past studies, "high technology"
and "mature industry," for example, are insufficient.
One possibility is to use the strategy for growth or competition evident in a firm or an
industry, such as sales maximization (automotive), cost minimization (transportation,
communications), performance maximization (aircraft, chemicals), or control of materials
resources (mining, petroleum), as a basis for drawing distinctions. For example, in an
industry that seeks to maximize sales, one would expect innovations that would be
highly visible to consumers to be developed rapidly. In a cost-minimizing situation,
production, as opposed to product technology, would be a major source of uncertainty,
while the reverse might be the case in a performance-maximizing situation. Greater
uncertainty arising from technical sources would imply greater sophistication in effective
firms' product planning approaches, while a more stable technology would imply greater
sophistication in market research and market-oriented strategies for innovation, and so
forth. Much more work is needed along these lines if outcomes of interventions in the
innovative process are to be predicted with any accuracy.
Some implications for providing incentives and reducing barriers do seem clear from the
work to date. Effective directions for federal action lie in strategies such as creating new
markets through purchases or procurement policies; aggregating or focusing markets
through regulation and other means; providing for market entry by contracts to smaller
firms, venture capital, stronger patent protection, and so on; and providing for mobility
and informal contacts within the technical community. Technology "push" strategies
(such as tax incentives) to increase most research spending, prizes for new technology,
and documentation and information retrieval systems would probably be less important
in stimulating innovation.
 15.CONTENT BEYOND SYLLABUS

1. The role of ICT and innovation in enhancing organizational

performance: The catalysing effect of
corporate entrepreneurship

Refer: https://www.sciencedirect.com/science/article/abs/pii/S0148296317305246

Course Outcome : CO1 & CO2

Program Outcome : PO10,PO11 & PO12

2. INNOVATIVE DIGITAL MARKETING

Refer : https://www.innovativedigitalmarketing.in/

Course Outcome : CO1 &CO2

Program Outcome : PO10,PO11 & PO12

17. Prescribed Text Books & Reference Books

TEXT BOOKS: 1. Jugaad Innovation: Think Frugal, Be Flexible,

Generate Breakthrough Growth Navi Radjou,Jaideep Prabhu, Simone

Ahuja , John Wiley & Sons

REFERENCES: 1. Identifying Entrepreneurial Opportunities: Cognition

and Categorization in Nascent Entrepreneurs, Matthew J. Karlesky

2. http://www.businessdictionary.com/definition/entrepreneurship

3.https://www.infoentrepreneurs.org/en/guides/use-innovation-to-

grow-yourbusiness/

4. http://sourcesofinsight.com/innovation-life-cycle/

5. https://www.investottawa.ca/

6. https://www.Lead-innovation.com
 18. MINI PROJECT SUGGESTIONS

1. Writing an Effective Proposal for Innovations in Startup Grant for IoT

Course Outcome : CO1 & CO6

Program Outcome : PO2,PO3,PO4,PO5,PO10,PO11 & PO12

Aim: Participants will be able to: - Review the Grant application and process - Review the
eligibility of the grant - Review the criteria for evaluation - Develop steps and strategies in
writing an effective grant focusing on each component - Engage in questions and answers

Duration : 2 Months

2. Writing an Effective Proposal for Innovations in Startup Grant forDeep Learning

Course Outcome : CO1 & CO6

Program Outcome : PO2,PO3,PO4,PO10,PO11 & PO12

Aim: Participants will be able to: - Review the Grant application and process - Review the
eligibility of the grant - Review the criteria for evaluation - Develop steps and strategies in
writing an effective grant focusing on each component - Engage in questions and answers

Duration : 2 Months

3. Writing an Effective Proposal for Innovations in Startup Grant for Content Writing

Course Outcome : CO1 & CO6

Program Outcome : PO2,PO3,PO4,PO10,PO11 & PO12

Aim: Participants will be able to: - Review the Grant application and process - Review the
eligibility of the grant - Review the criteria for evaluation - Develop steps and strategies in
writing an effective grant focusing on each component - Engage in questions and answers

Duration : 2 Months
4. Writing an Effective Proposal for Innovations in Startup Grant for Start freelancing

Course Outcome : CO1 & CO6

Program Outcome : PO2,PO3,PO4,PO10,PO11 & PO12

Aim: Participants will be able to: - Review the Grant application and process - Review the eligibility of
the grant - Review the criteria for evaluation - Develop steps and strategies in writing an effective grant
focusing on each component - Engage in questions and answers

Duration
: 2 Months

5. Writing an Effective Proposal for Innovations in Startup Grant for Home BakingBusiness

Course Outcome : CO1 & CO6

Program Outcome : PO2,PO3,PO4,PO10,PO11 & PO12

Aim: Participants will be able to: - Review the Grant application and process - Review the eligibility of
the grant - Review the criteria for evaluation - Develop steps and strategies in writing an effective grant
focusing on each component - Engage in questions and answers

Duration
: 2 Months
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