Abstract. This paper aims to describe the changing innovation strategies of Indian IT industry firms. Indian firms are responding to global technological discontinuities proactively and faster, compared to the past. Innovations continue to be process driven, however, there is significant focus on non-linear, products & platforms-led growth strategies. There has been an upward shift in R&D/IP emphasis, as empirical data suggests, and emphasis on collaborative innovation. Firms are willing to make riskier investments compared to past. The paper also discusses some of the challenges the players face, as they build the next generation innovations and offerings. Nature of emerging technologies provides further scope for firms to come up with innovative products, services and solutions. Key conclusion is that the innovation strategy of Indian IT industry has changed from 'reactive' to 'active'.
Organizations face the task of fitting the jig saw of market leadership, technical resources and innovation. Current compensation methodologies followed are primarily cost centric and are not focused on creation of "thinkers" required for an innovative organization. This paper identifies Intellectual Stock Options, iSOPs that are a percentage of the total IPRs held by an organization provided to a knowledge Worker who is part of the organization as the best fit methodology which engages the organizational jig saw. With the continuous quest for the growth, iSOPs facilitates in integration of the multi faceted, talented pool of people that a start-up venture has at the launch and makes sure that it continues to have during its growth phase. Irrespective of the size of the organization -i.e. start-up or established, iSOP uplifts the dynamic innovation by creating an outlet for the innovation levels of the knowledge Workers (for a start-up) and for quicker identification of disruptive technology (established players), which can be converted into success on all fronts.
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