1. In today’s day and age, building simple “need fulfilling” products and getting a read on their performance in the market within 6-9 months is not impossible.
2. Further, with the right team, this can be done for multiple product ideas one after the other.
3. If you are detail oriented and a fast learner, you do not need 10 years experience in a particular domain before building a product for it.

From an initial pool of a dozen ideas, I have chosen 3 concepts to start with based on their business case. These products concepts are in the ecommerce, online payments and mobile VAS spaces; 1 is for the Indian market and 2 for global customers. The intent for an early exit is not borne out of greed for $$$, it is so because building products is the most exciting part. And the more diverse products we can build, the better it is for challenging our brains @ZaakCo

Requirements for business partner / CTO / Techie / Super Geek:

- High energy, self-starter, risk taker, street + book smart, no ego/drama/God complex
- CS Bachelors degree preferred; non-CS works with right experience!
- Equally comfy with mySQL, JAVA, PHP and the open source toolbox to tend to both the front-end and back-end of a product.
- Experience and/or interest in some product verticals, must contribute to concept development also not just coding!
- Compensation: equity and/or minimal salary
- Suitable age 26-36 years
- Location Delhi NCR, India

All the other normal stuff you would want to know:
- Company is Zaak Consulting, www.ZaakCo.com, @ZaakCo
- I am Upasana Taku, 1 year as a Management consultant, 4 years as a Product Manager @HSBC + @PayPal, 2 years @Stanford, 4 years at @NITJ, http://upasanataku.com/?page_id=2, @upasanataku

Subhash Menon, the MD and CEO of Subex, and Chairman of the Nasscom Product Forum in his article on the status quo of the Indian tech sector hit the nail on its head –  “It has been established that overseas venture capitalists are increasingly demanding that product firms in the West should locate as many functions as possible in India to save costs. A recent example is that of a Silicon Valley firm that managed to get through two years of operations with only about $5 million (by depending on India) instead of about $15-20 million that they would have otherwise invested. When overseas start-ups have woken up to this advantage, Indian companies should not be left behind. India is today at an inflection point with advantages eclipsing problems for setting up a software product company here.”

So are Indians rising to the innovation challenge?

Enterprising Indians have always been at it albeit at a smaller scale. A couple examples of Indian innovations with global impact show signs of things to come.

A recent economist article talks about Dr. Vivek Jawali and his team and their “beating heart” bypass surgery which causes little pain and does not require general anaesthesia or blood thinners, leading to speedy recovery. This approach, pioneered by Wockhardt, an Indian hospital chain, has proved so safe and successful that medical tourists come to Bangalore from all over the world. This is just one of many innovations in health care that have been devised in India. Its entrepreneurs are channelling the country’s rich technological and medical talent towards frugal approaches that have much to teach the rich world’s bloated health-care systems. Paul Yock, head of the bio-design laboratory at Stanford University, which develops medical devices, argues that medical-technology giants have “looked at need, but been blind to cost.” Amid growing concern about runaway health spending, he thinks the industry can find inspiration in India.

We have all heard of the much touted Tata Nano, the world’s cheapest car with great fuel efficiency and low emissions. The real innovation in the Nano for me is its intended product delivery – the Car in a Box! The open distribution mechanism for the Nano does the same thing to the auto industry that IKEA did to the furniture industry. With American auto makers coming to India for additional revenues, Indian auto maker Tata Motors is now eyeing America as a market in addition to the booming Indian markets.

While these are great examples of innovations from a developing India, given the size of my birth country both in terms of land mass and the population inhabiting it; we will need at least one million innovations to make India the land where people think of ideas and make them happen instead of the land of people who do well what they are told to do by others.

Manoj Kothari, a designer in Pune shares his experiences on his blog about the changing landscape of his client engagements. He says,  ”For me, who saw a lot of rants around the Chinese onslaught of consumer products, the growth of the service economy and two rounds of recession, dating with foreign brands, technologies, collaborations and even consultants; it is heartening to know that India is moving up the value-chain of innovation. It may not be pacing up but inching up for sure.”

Meanwhile, Gordon Orr @ McKinsey Digital argues that China and India are taking it to the next level. He highlights that Indian & Chinese entrepreneurs are forced to be frugal so they tend to leverage heavily on technology and come up with new capital light models. The advantages of scale and talent are intrinsic to the massive countries meaning since there are so many of us ultimately finding talented employees is not a problem; at the same token the market opportunity even for a niche product is 5x  domestically compared to other countries. Gordon also talks about favorable factors like the increasing spending power at the burgeoning low income levels, the government shaping new policies and the rising importance of intellectual property. Specific to India, he does falter when he says that funding startups is an easy proposition with government, VC, private equity, angels, banks all waiting for their $$$ to be invested. Compared to Silicon Valley, I think its extremely difficult to raise money in India especially at the seed stage – bootstrapping is the trend in this part of the world.

Gordon ends his piece on an inspirational note:

“Can India and China sustain this pace and eventually move to the next level of technological innovation? Absolutely. The talent is there, as are capital and effective government encouragement. With stronger protection and rewards for intellectual property—a likely development as international companies begin to license technology from Indian and Chinese entrepreneurs—the stage will be set for the next step forward.”