1. Disruptive Innovation
for Social Change
Paper by Christensen, Baumann, Ruggles, Sadtler
Presented by Group 9 Section C- focusing on Indian Context
Ankur Gupta
Aravind S
Dipesh Kaien
Amit Garg
PGPM 2011-13
Padmini Narayan
CSR Course
Ankur Joshi
Date: 19th March 2012

2. Aggressive Spending
Returns

4. So what author suggests
• Extend support for organisations
approaching social sector
problems in new way and creating
• Scalable
• sustainable
• systems-changing solutions

5. Innovation
Sustaining Disruptive
• Better quality or • Making product reach to
additional functionality larger customer base
for customers
• Personal computers
• Existing customers are
focus Problem
• Status quo

6. Is it enough
NO
• Social changes are un-intended
• Outcomes are by-products
Hence
• Catalytic Innovation can come from players
outside the ranks of established players

7. Qualities of Catalytic Innovators
• Create systemic social change through scaling and
replication
• Meet the need which is over-served or not served
at all
• Products are simpler and less costly
• Generate resources which in ways are initially
unattractive to incumbent competitors
• Encouraged by the uninterested players

8. Examples in various sectors
(Indian Context)

9. Health Care
Sustaining Catalytic
• Apolo Hospitals • Arvind Eye Care
• Medanta Medicity

10. Arvind eye care
• The problem of avoidable blindness rapidly
escalating remained a major cause of concern in the
Indian healthcare scenario
• In a developing country the government alone
cannot meet the health needs of all owing to a
number of challenges-
– growing population
– inadequate infrastructure
– low per capita income

11. Aravind is more than an eye hospital
• It is a social organisation committed to the goal of elimination of
needless blindness through comprehensive eye care services
• It is also an international training centre for ophthalmic professionals
and trainees who come from within India and around the world
• It is an institute for research that contributes to the development of
eye care and to train health-related and managerial personnel in the
development and implementation of efficient and sustainable eye
care programmes
• Aravind also is a manufacturer of world class ophthalmic products
available at affordable costs through the Aurolab

12. • Aravind keeps its surgical equipment in operation 24 hours a day,
which reduces the cost-per-surgery
• Also, doctors focus only on performing surgery, and nurses handle
pre-op and post-op care, which increases doctor productivity
• These actions allow the company to give away free surgeries to the
poor while still earning a profit
• The hospital performs high-volume and high-quality eye surgeries
inexpensively to address the needs of the 12 million blind people in
India.

13. Education
Sustaining Catalytic
• Doon School • Super 30 in Bihar
• Other Private Schools • Teach for India

14. Economic Development
Sustaining Catalytic
• Bombay dying • Jaipur rugs foundation
• HDFC Bank • Microfinance
• DHL • Mirakle courier

15. Jaipur Rugs Foundation
• Established in response to the growing needs in the
development sector to organize people at grass root level
for alleviating poverty by significantly enhancing their
income
• Build up the capacity of weavers /artisans so that they may
have decent earnings and lead a dignified life
• It works with more than 40,000 (target of 100,000 in next
five years) artisans across the carpet value chain in 10
states in India

16. • Milestones achieved
– providing sustainable livelihoods to thousands of artisans
– improvement in payment terms
– eradication of child labour from carpet industry
– popularizing carpet in non-traditional areas
– organizing artisans in SHG and producer companies for financial
security
– promotion of artisan forum etc.

17. Mirakle Couriers
• A severe lack of government support for differently able people in India,
particularly when it comes to employment there are very less opportunities
because no one has the patience or the foresight to learn deaf language and
culture. This is how Mirakle Couriers was born.
• Over the next few months Dhruv (promoter) spent time exploring the deaf culture
and learning Indian Sign Language. He focused on a courier business because it
requires a lot of visual skills but no verbal communication. The deaf are extremely
good at maps reading, remembering roads and buildings because they are so
visually inclined.
• Over the last two years Mirakle Couriers has grown to operate in 2 Branches in the
city, employing 70 deaf employees and delivering over 65,000 shipments per
month. We have won several awards including the 2009 Hellen Keller award and
the 2010 National Award for the Empowerment of People With Disabilities.

18. Dynamics to be watched for
catalytic innovator
• Relatively new entrant providing low cost
product to market over-served or not
served
• Dominant provider moving away towards
more profitable market
• New entrant expanding its market and
other trying to enter copying its model

19. Business Model
• Not only solution but important is its
potential to scale it up and sustain
• Avoid tax paid as a indicator for catalytic
innovators

20. • Wait.....that is not so simple
• Watch the video.....to understand the
complexity and practical implications
• http://www.youtube.com/watch?v=8M5ae
MpzOLU

21. Thank You