101 Innovation Breakthroughs – Interview with Dr. Hitendra Patel

Dr. Hitendra Patel, professor of innovation and growth at Hult International Business School and a leader of Monitor Group’s Innovation Practice had a talk with Monitor Exchange about his new book.

Picture a coffee-table book that could inspire you to change your life in a different way every day. Now imagine placing that book in your conference rooms, in your boardrooms, on your desk. Hitendra Patel didn't necessarily plan for 101 Innovation Breakthroughs to be so inspirational; he was merely looking for a way to define innovation through the many stories of success. But his team created something much greater. Flip the book open to any page; review the problem and the innovative solution; consider the approach that led to that solution; and apply that approach to your life or your business challenge - today. Each day there is a new page, a new solution, a new approach. You can change your life every day.

The Monitor Exchange talked with Hitendra about the book. Here's what he had to say:

Monitor Innovation helps clients in the space of innovation strategy and innovation management. The clients are looking for innovative ideas and ways to innovate, and we help them with growth platforms, pipelines, processes and people. Our role is to make innovation real. But we found that we were frequently too "processy," and the response was a lot of glazed eyes. On the other hand, when we told stories of innovation, eyes would light up and people would lean in. Clients were much more interested in stories than processes. But, we realized that each of us (Innovation consultants) had a different favorite story that gave a different perspective on innovation. This was confusing to the clients and to our Monitor colleagues. It led to more questions than clarification.

Thus was born the idea for a group of stories to illustrate innovation.

• Hitendra presented his MBA students with a template and asked them to present two examples of innovation in the template form.
• He asked his intern to pare the list down to the best examples.
• He asked Monitor Innovation folks to give their three favorite examples. He found their stories and their selection criteria to be "better than BusinessWeek.”
• Steffen Gackstatter (MUN) encouraged him to make the list global and contributed a significant number of European examples. Hitendra also reached out for content from Fernando Musa (GOL), Nikhil Ojha (MUN), Todd Roberts (TOR), Alex Roth (LON), Iason Onassis (AMS) and Maarten Kelder (MAX).

The next step was to make it work. He didn't want a dense book of stories that was tiresome and painful to read. He wanted to create something exciting, attractive and accessible with bright colors and graphics. Enter Monitor’s design studio! The Monitor design studio team took Hitendra's concept and made it into a brightly colored, easy-to-read, flip-book. Each new page has a new innovation with great pictures, graphics and a description of how the innovation "changed the world."

A prototype found its way to a client in March of 2007. They used the book in their team meetings and ideation sessions. Flip open to any page; read as a team; determine how this person would approach our problem. The client loved the book and the technique. They pre-ordered 400 copies, and 101 Innovation Breakthroughs was born.

A close examination of all the innovation examples reveals that they all fall into nine interesting and very different themes:

• Anywhere, Anytime, Anyone – Zipcar; Skype; Sirius Satellite Rado; NetFlix; 27x7 Clutural Book
• Find, Connect & Transact - eBay; Grameen Bank; Wizzit; BzzAgent
• Customized Comfort - Heavenly Bed; Build-a-Bear; iTunes
• No Frills Convenience - MinuteClinic; Southwest Airlines
• Sustainability, Energy Dependence – BP Solar; Bank of America; CEMEX; Walmart
• Will Not Play the Game, Make Own Market – Enterprise Rent-A-Car; Nintendo; MinuteClinic
• Building Infrastructure, Co-create - Wikipedia; Linux; uTube; Build-a-Bear
• Give Away the Lamp, Sell the Oil - Razor Handle; Brita Filter
• More Than an Ingredient - Intel; Dolby; Gortex

Asked for his favorites, Hitendra detailed the following:

• Enterprise Rent-A-Car - They realized that they could not compete in the airport market. But there are hundreds of people with their cars in shops every day. These people still need to get around. Enterprise opened storefronts in local areas and started a pick-up service. They created referral relationships with car dealerships, garages and insurance companies. This innovation is not a better product, but a new channel, new customer segment, new location and different service and experience.

• MinuteClinic - Most doctor visits involve significant waiting to see an overqualified, overpriced doctor to resolve a simple problem. The process can take two hours or more. The creators of the MinuteClinic recognized the need for immediate service to resolve simple problems that nurses are qualified to diagnose. The patient can get in and out in 10 minutes or be referred to a doctor for bigger issues. This is the right kind of attention with a reduced wait and bill. Recently, the minute clinic was purchased by CVS. Now the patient can purchase the basic over-the-counter medicine (aspirin, ibuprofen, etc.) during the same 10-minute visit. This innovation is decreasing the service level to match the need of the market and changing the location for the service.

• Motorola Razr - The world is getting more complex. Everybody wanted everything on their phone. Under pressure to have all the gadgets, Motorola realized the consumer was overwhelmed with too much. Cell companies were over-delivering. Motorola went back to the basics. They made a phone that was just a phone and marketed it based on the look. Thinner is better; less is more. In 2006, there were more Razr phones sold than iPods. The innovation is choosing NOT to do something.

• Tata Motors $2,000 car - Most cars cost $8,000 to $10,000 everywhere in the world. That eliminates 95 percent of the consumer population in poor and developing countries. Between the $8,000 car and walking is a $1,000 scooter. Tata Motors is creating a $2,000 ca and marketing with "four wheels are better than two". The two-wheel customers are becoming wealthier and can afford a $2,000 car. Once the car sells overseas, Tata Motors will be able to compete in the U.S. and Europe. Existing companies will struggle. The innovation was recognizing and serving a new emerging segment.

The innovations have had some notable attention in the press.

Exame Magazine, one of Brazil's most important magazines, ran a campaign on innovation and kicked it off with an article based on content provided by the World Bank and the Monitor Group. The article prominently positions Monitor in the article and uses examples from the 101s, e.g. Tata, Cemex, Wizit, Natura and Embraer, to make points. (Portuguese and English attachments in sidebar)

Época Negócios, a Brazilian business magazine, published the book vending machine (24x7) story. (Portuguese and English attachments in sidebar)

Read more about 101 Innovation Breakthroughs here, and order 101 Innovation Breakthroughs here.

Hult In China

It was 8:30 a.m. when I arrived in the airport. The journey–23 hours from Boston—had been one of the longest I had ever made. James, our China project director, met me at the airport. He grabbed my bags and threw them in his car. We proceeded expeditiously to the hotel.

The expressway was like any other–four lanes, well-paved, jam-packed with rush hour traffic. As we plodded along, I observed the sights and sounds of an expansive suburbia. Then, suddenly, my jet-lagged mind perked up.

"Wow!" I exclaimed to James, "This is amazing!" Skyscrapers dotted the landscape, as far as my eyes could see. It was like Manhattan–only five times bigger. The city was vast, vibrant and dynamic. It was overpowering, yet inviting. An ancient Chinese city turned modern commercial hub: this was Shanghai.

With a population of 21 million, Shanghai is reminiscent of a futuristic scene from "Blade Runner." Its New Millennium skyscrapers are sculptured in cutting-edge design. Its infrastructure rivals Boston's in terms of modernity. Its urban life combines the diversity and opportunity of a first-world megalopolis with the culture and history of an ancient civilization. Shanghai typifies the vibrancy and dynamism of China's emerging market economy.

Experiencing the vitality of Shanghai convinced me that this bustling urban sprawl, steeped in ancient tradition, yet rising boldly to the challenges of the new world, would have a lasting impact on global business. It also convinced me that future Hult business managers, whether operating in New York, London, Buenos Aires or Mumbai—must ultimately come to terms with her. It was at that moment that my colleagues and I reached the conclusion that perhaps the greatest gift we could give to our talented students is the very experience of Shanghai. This notion planted the seed for the Hult in China Program to be launched in Fall 2007.

Under this program, Hult Module C will be divided into two parts, each spanning six weeks. During the first part, Hult students will take their electives in Shanghai. During the second part, they will take their remaining electives in Cambridge. While in Shanghai, they will have the opportunity to network with Chinese executives, conduct company visits and travel throughout Asia. They will be able to witness firsthand the post-Cultural Revolution that is rapidly transforming not only China, but also the entire world.

As dean, I cannot think of a more exciting venture for our MBA candidates and for Hult International Business School. Truly, Shanghai is amazing. So is Hult in China.

A talk with Professor Rob Anthony, the newly appointed Acting Academic Dean of Hult

Professor Rob Anthony joined the Hult faculty in 2004. He currently teaches Global Management, a top-rated course among Hult students, and is also a key member of the Hult Admissions Committee. Professor Anthony was recently appointed Acting Dean for Hult this past August and is responsible for overseeing the academic and school operations of the Hult Boston campus.

Q. Can you tell us what your role and day-to-day responsibilities at Hult are?
Sure. I wear a lot of hats. As Associate Dean and Director of Admissions, I review all the files of potential applicants and make recommendations to the admissions committee. I also get involved in faculty and student matters of various kinds.

The role that is closest to my heart is that of professor of the core Global Management class. I feel like I have learned a lot consulting with leading global companies over the last 20 years, and I cherish the opportunity to bring some of those learnings to the classroom.

Q. When did you start working in Hult? What brought you to / keeps you at Hult?
I came to Hult through a personal contact with a former dean. She asked me to teach a short, hands-on course on the topic of leadership. It made sense, as I have had a global consulting practice and a fair bit of experience with executive education.

The class was small then – about 40 students. I was immediately struck by what a unique opportunity it was to teach at Hult. From where teachers stand, it is awesome to look at rows of students in the amphitheater-style classroom and see name cards that say, for example, “China,” “Colombia,” “Germany,” “India,” “Canada.” And the students are all experienced and motivated and eager to learn more. I know of no place like it.

Q. Did you witness any major changes at Hult? How do you feel about those changes personally?
The program has grown in size and in stature. There are two student cohorts in the fall, soon to be three, and the classes are somewhat larger (about 50 per). The school is not as well known as it will be next year and the year after, but it is getting there.

I feel good about both of these developments. As a case method teacher, I think it is more exciting to have more people in the class to exchange perspectives. And I think the pride that students are showing in the heightened visibility of the school builds ownership and a common sense of identity and purpose. It’s wonderful to see that this commonality is possible in such a nationally diverse place.

Q. What do you like most and dislike most about Hult or your work at Hult?
I like working with students. It is a young, fresh environment, ripe with energy and ideas. It’s fun and stimulating. The flip side of this is that I dislike it when there are problems of any kind that interfere with sustaining this kind of environment. Maybe there is a glitch in the scheduling or maybe a student has decided to do something unethical in the classroom. I see these things as a threat to the promises we are making about the value of the institution, and they bother me greatly.

Q. How would you describe Hult students? Any interesting incident to share?
I find the average Hult student to be ambitious, adventurous, outgoing and mature. It is a demanding program, and I see them every day in the study rooms working very hard, but they almost always manage a friendly “hello”!

Story? Hmmmmm. Intriguing question! I think I’ll take a pass on that one.

Q. How would you like Hult to be in three to five years?
I’d like Hult to be much as it is today, only even better.

Q. Can you tell us something about your family? How would they describe you?
Sure. Maybe you would like them to write in with an interesting incident to share?!

I hail from California and still have a lot of family and friends out there, whom I go to visit usually twice a year. I think they would describe me as crazy for voluntarily living where it snows in winter! I try to tell them that the winters are really a plus, but they don’t get that.

I am a divorced father of two. My daughter is 13, and she would describe me as ”mean.“ I just took away her cell phone for a week for sending text messages while in church. My son just turned 12. He would describe me as ”cool.“ He is into anime (Japanese cartoon drawing), and I just took him to an anime expo attended by 45,000 other people out in Long Beach, California.

Q. What are your hobbies? What do you do in your leisure time?
Well, it is easier to write about leisure time than to find it! In addition to teaching at Hult and the consulting that I do, I’ll be starting a PhD program in the fall to further develop what I’ve learned in practice.

Still, I manage to find plenty of time for being an avid sports fan. I’m a basketball fan in particular, and I both go to a lot of NBA games and blog with a group of friends about the league and the local team.

Q. Can you tell us one interesting fact about yourself?
I’m also a cat lover, and my house is ruled by two Bengals. What do they say, “Dogs have owners, and cats have staff”? That’s absolutely accurate.

Q. Anything else you would like to share or talk about?
Nothing I can think of. Thanks for checking in.

Q&As with Professor Zif, voted "Professor of the Year" by Dec. class of 2005

Professor Jehiel Zif teaches International Marketing and New Products Development at Hult. For 17 years, he has also been lecturing on marketing and management to executives at Harvard Institute of International Development. Professor Zif is also a faculty member of management at Tel-Aviv University.

Q: Congratulations on your most recent award as Professor of the Year by the Class of 2005! Can you share with us the "secrets" to your teaching success?
a. Learning the names of all students. Giving students quick personal feedback on papers.
b. Extensive business experience in different countries and different industries make it possible to demonstrate each concept with a "war story."
c. Provide students with specific conceptual frameworks to analyze cases. The frameworks are mostly research-based.

Q: What have been your career highlights?
a. Raising venture capital in Boston to start a new company developing simulation games. A challenging project in this company was sold and carried out for the National Institute of Mental Health on Drug Abuse Education.
b. This month I have celebrated with my wife Yael (who is teaching the "Leadership in the Global Village" course at Hult) 45 years of marriage. Over the years our love deepened and our friendship grew closer. We enjoy wonderful children and grandchildren, sharing professional experiences, global traveland many cultural and life events.

Q: You have extensive international marketing experience in Asia, Europe, Latin America and the Middle East. Would you generally find that there are certain marketing trends that go beyond nationaland cultural boundaries, or would you say that most effective marketing campaigns are local?
There are certain global marketing trends, which are very important for marketing. On the other hand, local adaptation is usually critical for success. Some key global trends:
a. The development of a global middle class in emerging markets.
b. The war on terror with implications for many industries and in particular, the security and travel industries.
c. The emergence of knowledge workers in China and India with major implications for potential competition with the West.
d. The gradual slow closing of cultural differences in consumption between countries.