Mohammed Sutarwala Managing Director email@example.com Swan Planning Conference April 2011
Based on the book ◦ MAKING BREAKTHROUGH INNOVATION HAPPEN Porus Munshi Marico Innovation Foundation Erehwon Innovation Consulting How Eleven Indians Pulled Off the Impossible Today we discuss 3 of these innovators
Dainik Bhaskar Trichy Police The Surat Transformation
Jaipur - 172 thousand (19 Dec 1996) Chandigarh – 69 thousand (May 2000) Haryana – 271 thousand (June 2000) Ahmedabad – 452 thousand (June 2003) How did they do it ?
Leader and follower Leader has achieved market share, and thus efficiencies due to large volume Followers never catch up The more newspapers you print the more money you spend Advertising follows circulation
From 1992 – 1995 was undisputed leader in Madhya Pradesh Company had a large lead with the nearest competitor Nai Duniya which they had replaced Hunger to expand made them focus on Jaipur
If your aspiration is to reach heaven You will have to die for it. Are you ready ?
Go for No. 2 from Day 1 This means you print and circulate enough copies to beat the existing No. 2 in the market But why not No.1 ◦ Too much of a risk ◦ Too much cost Target 50,000 copies from day 1 in Jaipur
It is like your morning tea or coffe Your favourite biscuit Staunchly loyal Favourite sections, layout, familarity The challenge ◦ So how to make 50,000 people switch on Day 1
Face-to-face meeting with 200,000 potential newspaper buying households Not just a survey, but an experience-enhancing event Asked questions, listened, reverted back Did not outsource, but set up an internal task-force of 700 people
If we give you what you want, will you buy our newspaper? Are you ready to subscribe, if we promise to deliver what you want ? And the people said ‘YES’ and subscribed They got a special price of Rs.1.50 as against the regular subscription of Rs.2.00 with a money-back guarantee if not satisfied.
Became No. 1 from day 1 ◦ Plan: 50,000 ◦ Achieve: 172.000 They introduced a Hinglish Newspaper in Chandigarh (220,000 households) Sold 69,000 on day 1. People preferred English paper, as the Quality was better than Hindi.
Aim High Do the un-conventional Listen to your customers Deliver what you promise
A city with 1/3 rd Muslim, 1/3 rd Hindu, 1/3 rd Christian 1999 – season of turmoil New Police Commissioner – Tripathy Police barely respected, and in fear of attacks Vajpaye and Advani’s planned visit Situation too tense
Trichy population 24 Lakhs Most developing countries would need 7000 policeman In developed countries – 5000 Trichy did it with just 260 havaldars In 2 years crime rate dropped 40%.
Inside – Out ◦ Picked 50 honest constables ◦ Told them to stay at home ◦ Let your presence be felt in the community ◦ Send regular updates direct to Commissioner ◦ It was the fastest way to gather intelligence ◦ Visit went off smoothly
Extedned experiment to the whole city Divided city into 60 localities Handpicked 260 constables De-briefed and humanized them Instilled a spirit of community service Changed them from enforcers to conservers Became part of community
A set of 4 constables had round-the-clock responsibility of their locality A tenure was fixed for 2 years. Out of 4 one was always present on the beat Ownership was instilled and knowledge of community policing was shared SHOs were made to go to field to meet them rather than having constables come to the station to report
Met Resistance from SHOs Dealt Shirking from work Fired Corrupt officers Gave people Direct Access to Police Commissioner Put complaint boxes in each locality Community work, carpentry, electrician, etc Gradual handover to the chain of command
Challenge things Trust people to deliver Test out your idea before going full steam ahead
The Textile City, the Diamond City Also the filthiest city in the country 1994 22,000 cases of malaria S R Rao takes over as Municipal Commissioner
Second cleanest city after Chandigarh Malaria cases down from 22,000 to 497 in 3 years. Doctor’s earnings down by 66% Population covered by sanitation increased from 63% to 97% Daily garbage clearning up from 40% to 98% 92 kms of road widened, 300 km new roads
Walked around Surat Identified the fundamental issues Focussed on 3 areas ◦ Administrative Capacity ◦ Financial Capacity ◦ Public Health Engineering Enforced Discipline from Top, Gave Rewards from bottom
Reorganized the departments so that each was responsible fully for its Ward. Disbanded Functional Heads like Roads, Sewerage, Water, etc. Delegated powers – appointed 11 Commissioners almost with the same powers as him Daily review meetings Fieldwork 5 hours a day (No AC in office from 7am-3pm) SLAs were created
Spread Hygiene Education Imposed Fines Illegal Construction Enfornced Hygiene Standards Went after Property Tax Evaders Did not succumb to pressure. Did not take phone calls for 10 days. Went with the press everywhere
Fixed the rate, rather than asking for the rate 6 month projects duration or asked Engineers for lengthy 6 page report to explain why not
Dirty your hands, get practical Analyse the problem before attacking it Stick to plan, resist pressure to appease
Surat had many stray cows Each time the cows were rounded up and left at the outskirts of the city they returned back after a few days S R Rao decided to follow the cows to see what the cows do the whole day And he found out……