The Consumability framework has been defined as an index to measure the acceptance of any incremental or new innovation in a market which may either be nascent, existing or mature. The key factors and sub-factors influencing the Consumability Index have been identified based on the analysis of various technology products. 

This report delves into the e-governance program in order to help MNC Centers better understand the support R&D Ecosystem in India. The study defines E-governance and provides a deep dive on the national e- governance program that exists. It also examines the associated drivers and challenges.

Note: There is no separate overview for this report

In the spectrum of all possible University-Industry Collaboration (UIC) scenarios, strategic level collaborations have high potential for IP-related challenges. Global best practices for resolving IP-related issues range from broad national policies to specific university level action items. These best practices act as the guiding principles and starting points for successful discussion engagement for stakeholders interested in UICs. The scope of this document details 4 key best practices viz. National Policy Frameworks, Technology Transfer Offices, Effective Relationship Management and Contract Negotiation Framework.

In initiating university partnerships for research, the primary challenge faced by companies is understanding the competencies of universities and homing in on a particular university for the right strategic fit. Using objective short-listing and competency benchmarking methodologies the top 40 engineering universities/institutes in India have been ranked into 2 tiers along with a mapping of their research focus areas to aid companies that are interested in collaborating. Further, the report explores the reasons why companies should look beyond the usual tier-1 institutes by mapping out the competencies of the untapped tier-2 universities/institutes. Lastly, the report identifies the benefits and challenges in collaborating with these tier-2 universities/institutes

Companies have always evinced interest in working with universities for the purpose of research. However, there are certain inhibitors – perceived or real – that have not let these collaborations flourish to their full potential. This deliverable lays out the landscape in the industry – academia research collaboration in terms of categories of universities (tier-1 tech, tier-2 tech, business, design), the focus areas and the nature of collaboration. Next, the major collaboration models that have been used for collaboration have been studied and classified, with specific examples. Further, success stories where such collaborations have resulted in startups or products have been given to substantiate the findings. Lastly, the challenges and best practices in such collaborations have been discussed.

NOTE: This report is also a part of the 'Competency Creation' sub - category

The success of the Globalization model has motivated companies to look overseas for innovation. This presents a huge opportunity to unleash the innovative talent present in various global locations. To innovate successfully, companies must deploy the required resources, implement the right processes and create a culture of innovation. However, one of the most challenging aspects of innovation for global centers is to measure their contribution on the overall innovation output of the company. This whitepaper takes a holistic view at innovation within a global center and discusses the set of metrics that global centers should use to assess the effectiveness of their innovation efforts and its impact on their global firm.

India centers have emerged as a strategic offshoring location for MNC’s in last decade primarily due to the cost advantage, talent pool availability and local vendor ecosystem. Today India Development Centers are looking at enhancing value through product innovations. However, they are facing many challenges because of an underdeveloped R&D ecosystem and limited access to end customer. Read more on how some of these centers have started tackling these challenges in their own unique ways and within the organizational constraints.