COLLABORATIVE RELATIONSHIP DTF AICRA MASTER PLAN A DTF

COLLABORATIVE RELATIONSHIP DTF & AICRA MASTER PLAN A DTF VENTURES

CONTENT 01 COLLABORATIVE RELATIONSHIP SLIDE 3 – SLIDE 9 02 BUILDING INNOVATIVE ENVIORNMENT SLIDE 10 – SLIDE 18 03 DRIVERS FOR SETTING UP INNOVATION CENTER BY DTF AND AICRA SLIDE 19 – SLIDE 27 04 TYPES OF INNOVATION SLIDE 28 – SLIDE 29 05 MASTER PLAN OF GIC IN JOINT COLLABORATION SLIDE 30 – SLIDE 38 06 HOW INNOVATION LAB, INCUBATOR AND ACCELERATOR ARE DIFFERENT SLIDE 39 – SLIDE 48 07 COMPLETE MASTER PLAN OF GIC IN JOINT COLLABORATION OF DTF AND AICRA SLIDE 49 – SLIDE 68 08 STEPS AHEAD SLIDE 69 – SLIDE 72

A: Collaborative Relationship • Three steps • Collaboration between DTF -AICRA why and its Importance • Objective of Collaboration • Key Purpose • Scope of Collaboration • Milestones

Collaborative Relationship : Three Steps Setting up Directions DTF- Contributing on the Strategy, International alliances and Facilitating Financial Infusion for the GIC activities as per Scope of Work. AICRA- Technical and Knowledge Capital Partner Combined Structure Infrastructure DTF-AICRA-Brings the Combined Effort of being a financial technical and alliance partner. Institute/ University Infrastructure partner on which the proposed GIC will be set up

Ed Inn ucat ion o v cre ati al ati on Ins v de ity an titu v It is elo d tio w n an i ill pm ew n U stra mpo en niv tegi I p r n t t l a a d of nt to c ed ers y u s c ge o ol to tria ity ivil a n ver iza a l id sh c h i m the ieve tio ou e p othe a n o ld rta an g rs. compe nt ene ac ds titiv t r oc e ad r a ole tio as iet van y. tage for n. In see and no dbe t h Inno va e hold d vativ t gro ion for e ide throu wth an as c gh v d anno acce ariou an pt th t s w s d ork tage em. Cen a s of An In l tre a one d nd a n Ac novation evelopm unless t h cele rator Centre, ent and ey are , is a nurtu give cons na n int i s t i n shap red in a g of egra an In n ec e for l par An Inno t of s osys nova t h e vation tem uch real tion Centre suitable a lab, worl n ec works a means a d to osys n I s n a cuba d suppo tem. s and ma e e d i n tion g groun rt to de ke them velop id d to pr comme e ovide a as held rcially v ll by entre iable. preneur s The collaboration is to create the possibility of a sustainable innovation program which will be created, managed and operated by the chosen Institution and DTFAICRA aiming to attract institutions/ entities with their upcoming talented, young, vibrant and dynamic Innovators who possess a business plan with path breaking ideas and concepts. It will be a place for assessment for innovations , prototyping and commercialization. Collaboration Why & Its Importance Given the ingenuity, agility and resourcefulness of the small entrepreneur in India, new management techniques and technologies provide tremendous scope and opportunity for sustainable development of small companies and first-generation entrepreneurs. This includes functioning as service providers by creating new opportunities for business and innovation. Educational Institution, Industry and Government have been trying various methods to create an environment for interchange of knowledge and thereby increase productivity and economic growth. The potential growth in new technologies has been phenomenal and it is vitally important for R&D institutions and academic institutions to make their technology and information transfer mechanism effective. It is the Institutions who have a power of playing a motivational source of knowledge transmission. It is increasingly being advocated that research and higher educational institutions should be involved not only in generating and transferring Knowledge but accepting public service and extension as a third dimension.

Value It is Defined Developed and Provided to end users OBJECTIVE OF COLLABORATION Brainstorming y eg ati rat uc on Timeline ion In build process mechanism will help us to understand deviation in an innovation matrix and correction will follow accordingly to improve the user experience and solve users’ problems St Improvement So lut ion Vis To create and lay down innovation as an enabler for inclusive growth and entrepreneurial excellence with special emphasis on ethical business management practices. . Specify how we will create an atmosphere of innovation culture and how innovation will be delivered through a proper mechanism to the end users. Ed BETWEEN DTF–AICRA & UNIVERSITY Delivery New idea Strategy Create the innovation strategy and strategic intent. Users Incorporate user experience stories in the feature`s roadmap. Specify the shelf space of each innovation in terms of usage and business continuity.

KEY PURPOSE OF COLLABORATION The final purpose lies in growing and scaling up maximum innovators and incubates to the extent that they can commercialize their innovation at the earliest possible time through possible support of patient capital, corporate mentoring, corporate ownership, corporate interface, corporate commitment, exposure to global innovation and ethical standards of business resulting in creation of a sustainable innovation set up. a

SCOPE OF COLLABORATION To understand the need of Infrastructure, Facility Management and Support Areas for sustaining innovation on global, national and regional scale and connecting the need to the available infrastructure, facility management and support areas by the University. Necessary pre operative and post operative support will also be provided by the University. Understanding need and Creation of a sustainable business plan, robust financial modeling and achievable strategic roadmap for the proposed Innovation Centre 11 12 The collaboration is proposed to be in the area of participating in a series of joint study activities and preparation of a Robust Business Plan, Financial Model and study report, where domain knowledge could be exchanged for furthering the functional responsibilities of the University and DTF-AICRA through a Structured MOU. 1 10 Creating Innovation guidelines, Standard Operating Procedures and Service Level Performance Contracts related to the Innovation Centre Understanding the strategic Alignment of the concept with DTF – AICTA and the University. Choosing a Core team out of the faculties of the University with emphasis on strategy, finance, economics and marketing who will work alongside DTF-AICRA in this innovation business plan study project. Creating the Mode of Capitalization and mode of Infusion and placement of the same within the framework in a proper way. For Innovation lab, it will be more of a project corpus and less capital and for Incubation it will be more capital and less project oriented While the University needs to dedicate limited initial funds, existing infrastructure and facilities, faculty members and students, the project funding (e. g. patient capital) would be facilitated by DTF-AICRA. US Based companies, Universities and Innovation Centers will be invited by DTF-AICRA and associated for supporting the program through corporate mentoring, corporate ownership, corporate interface, corporate commitment and corporate funding. 2 9 3 8 4 7 6 5 DTF-AICRA will be committed to facilitate substantial investment by the Global Innovation Institutes, Global and Indian companies and ensure Patient Capital towards building the Incubation Fund. The Innovation Centre will provide the platform for work experience programs (vocational training) for undergraduates. After successful implementation and commercialization of the products, the University will receive a part of the commercialized license value and revenues on a sharing basis. The detailed monetization model and compensation model will be drawn up as part of the business plan and financial model which will be placed to the University management for approval. Understanding how this innovation model will be different from all others in the country. Understanding how to differentiate by exposing innovators and incubates in the business from day one from supportive companies who will be keen to explore merger/acquisition to support backward or forward integration Creation of the hybrid capital infusion and hybrid return structure of the invested capital Understanding the baseline economics from financial modeling and drawing up the compensation of the stakeholders in different combinations or hybrid mechanisms. In Innovation Lab, the direct stakeholders are the companies and the students and faculties. In an incubation model, there will be office bearers like CEO and Incubation Managers and the compensation plan for them will be separate. The asset monetization model for the provider will be also different in incubation model in terms of real estate rentals plus equity exit monetization •

MILESTONES …. STUDY REPORT ON INISTITIUTION / COMMUNIITY / INNOVATION NEEDS OF CATCHMENT AND APPLICABLE COMPLIANCES AND REGULATIONS 01 2 MONTHS BUSINESS PLAN TWO MONTHS FROM THE DATE OF SIGNING THE ENGAGEMENT TERM SHEET MAKEOVER OF THE INNOVATION CENTER 02 4 MONTHS SET UP THE INNOVATION LAB BASED ON BUSINESS PLAN REPORT DONE NY DTF-AICRA INITIATE THE INVESTMENT PLAN AND INVESTMENT STRATEGY FOR THE INCUBATION CENTER CREATION OF MENTORING AND ADVISORY BOARD 03 7 MONTHS INITIATETHE WORK ON INNOVATION LAB BY BRINGING INNOVATION PROJECTS 04 1 TO 2 YEAR 05 RUN PARALLEL MENTORING SET UP FOR INNOVATION LAB AND CREATE THE BASE FOUNDATION FOR BUSINESS PLAN CHALLENGE CONTEST FOR THE PROPOSED INCUBATION CENTER

B: BUILDING INNOVATIVE ENVIORNMENT – DRIVERS • • Engaging in Collaborative Meetings Engaging in Designing the Collaborative Work Engaging in Creating Collaborative Environments Engaging in Evaluating Collaborative Technologies Engaging in Formation of Collaborative Process Engaging in Collaborative Facilitation of bringing Outside Knowledge Engaging in using Collaboration as Strategic Asset rather than Strategic Intervention

BUILDING INNOVATIVE ENVIORNMENT DTF would like to build up the foundation for a long term collaborative relationship with AICRA resulting in initiating true Global Innovation Centers in India by Practice, Patience, Habit and Discipline. Consistent and Sustainable efforts will be undertaken by both the organizations towards creating this Collaborative Relationship. The Collaborative Relationship will create a socially acceptable innovation ecosystem and innovation environment based on the discussed collaborative drivers. Mastering and applying the principles of effective collaboration, not only for pairs and small groups, but also for groups of tens or even hundreds of people requires facilitation skills to help nurture new ideas and turn them into effective innovation, and the benefits can be significant

ENGAGE IN COLLABORATION 6. Collaborative Facilitation by bringing outside knowledge 3. Creating Collaborative Environment 5. Formation of Collaborative Process 4. Evaluating Collaborative Techniques 2. Design Collaborative Work 1. Engage in Collaborative Meeting 7. Using Collaboration as Strategic Asset than Strategic Intervention

ENGAGE IN COLLABORATIVE MEETING AND DESIGNING COLLABORATIVE WORK COLLABORATIVE MEETING Collaboration is a collective determination to come to an agreement or reach an objective by information sharing and group consensus. A collaborative team meeting in an innovation and incubation center occurs when a group of individuals of varying skills, expertise and responsibilities come together to work toward a common goal and objective. Most collaborative team meetings have certain elements in common that allow the group to reach a successful end result. . DESIGNING COLLABORATIVE WORK Planning The planning of a collaborative meeting sets the tone for its direction on the ideation and its development plan. In a collaborative meeting, the agenda or docket is a list of subjects and area to discuss in order of importance. Before the meeting, participants receive a copy of the agenda so everyone is aware of what the meeting is about and can prepare accordingly. Participants may add items to the agenda Agendas for previous meetings can help the group track the overall progress of the collaboration. Goal Setting Goal achievement is the typical outcome of any collaborative meeting. Participants should identify the intended outcome of the collaboration and agree on the goal of the meeting. This includes designating leadership functions such as facilitator, timekeeper and recorder. Typically, team members also complete individual tasks at the team meeting that are useful in achieving the overall objectives. Communication For successful collaboration, interaction is necessary, whether it's in person or virtual. During the meeting, each participant communicates his point by using various tools, such as handouts, white board diagrams or power point presentations. Communication also involves conflict management skills to help people with different points of view avoid bottlenecks during the meeting or to deal with an overly critical team member. Decision Collaborative team meetings generally use consensus-based decision making to come to an agreement everyone can live with. In a collaborative group, no one participant is entirely satisfied with the group decision and the result generally involves compromise by all participants. In cases of unwavering disagreement, the facilitator may call for a majority vote if that's the only way to reach a decision. Here the collaborative decision is taken on the viability and better commercialization of the innovation work.

CREATING COLLABORATIVE ENVIORNMENT Identify the team's individual strength and leverage them. Use collaborative tools Establish realistic expectations and clarify goals Strong leadership IMPORTANCE OF COLLABORATION • Creates friendly surrounding for a smoother and looser structure for innovation and ideation goals. • Motivates the students / faculty / innovator and creates a healthy environment • Encourages flexibility and thus allow the business to respond to change faster • Enhances problem-solving by developing a combination of various solutions and abilities • Supports empowered way of working to remove any constraints • Promotes leaner structure with less hierarchy • Encourage multi-disciplinary work • Maintains visibility in the slightest degree levels at intervals the organization • Fosters responsiveness for a better change and innovation • Defines accountability within the innovates • Promotes the sense of achievement for a motivated workplace and ultimate achievement of innovative goal. • Actively involves all members starting from mentors , students , faculties, stakeholders, community spoke person etc • Strategic doing guides open innovation. : Establish an environment of reward and recognition. . Foster cohesion members between team Encourage open mindedness Support strong sense of community and encourage people to socialize. Communicate Expectations Spread delegation of task • • Listen and explore—What can we do together? Learn and adjust—How will we learn together? Focus and align—What should we do together? Link and leverage—What will we do together? • Strategic doing is based on important design elements. Design requires us to become more aware and intentional about creating spaces for important conversations on topics that matter to the community. Physical locations in the community can be created to model and mirror new collaborative behaviors. The place and space must be hospitable and intentional. This means conversations are open-sourced and carefully managed. Productive conversations require good listening skills. Good listening means inquisitiveness and curiosity drive conversation and not power, authority and political influence. collaboration

EVALUATING COLLABORATIVE TECHNOLOGIES Customized User Group with communication coordination and conferencing technologies. A shared workspace platform, acting as a digital “home base” for employees Customizable personal dashboard on shared platform File and document management, . Document synchronization, Digital white boards, Collaborative screenshots and video shots Chat and discussion forum Workflow routing and collaborative accounting and budgeting software Third party app integration Team member tagging capabilities Software as a service / Real time collaborative Software

FORMATION OF COLLABORATIVE PROCESS 05 02 01 A standard collaboration process ensures a predictable, reliable, backedup, and supported environment, which is preferable to ad hoc methods such as email, shared drives, personal hard drives, or unsupported tools. The process should allow a team to continue collaborating without losing information even if one or more of the members departs, a PC is lost or stolen, or a hard drive fails. Without a standard, collaboration will be done in a variety of sub-optimal ways, or not at all. Thus, it is desirable to define a policy which requires the collaboration process to be followed by all teams. The policy is supported by a standard tool for collaboration with a self-service creation process which is very easy to use. Until collaboration becomes ingrained, it will be one of the three goals for knowledge management for all user for whom it is relevant. , “For every innovative project, a team space using the standard collaboration tool will be created for project team collaboration. ” Then report each month on progress to achieving the goal. 03 The combination of a quick selfservice creation process for team spaces, the ease of use of the chosen collaboration tool, and an employee goal should lead to rapid and widespread adoption. As a result, it is necessary to be able to declare success and replace the collaboration goal with a different goal for the subsequent year . 04 A collaboration process will include a policy, procedure, standard tool, standard templates for different types of teams, training, and support. It can be supplemented with a capture process which allows reusable content to be selected from team spaces and submitted to appropriate repositories for later reuse. It’s will also be helpful to provide guidelines for how to collaborate, including effective ways to ask others for help. Providing a standard, supported way for teams to collaborate is a basic enabler of knowledge management. It allows knowledge to flow between people, creates an environment where documents and ideas can be shared, and provides supporting tools such as polls which make it easy to find out what team members are thinking.

COLLABORATIVE FACILATATION IN BRINGING OUTSIDE KNOWLEDGE The role of the facilitator has become more and more popular. Facilitators work as intrapreneurs in global innovation centers, strategy advisors, , freelance consultants, designers, teachers or start-up founders. All of them have one thing in common: they use their knowledge of creative processes and their ability to inspire others in order to enable collaboration across the borders of cultures, disciplines or organizations. Facilitation is a system of tools, techniques, and skills to help a group of people work well in defining a common vision, making decisions, achieving their goals, and creating a relational climate where trust prevails and communication is fluid, empathic, and honest. The job starts with strategy design, action planning, Issue mapping, Process mapping, Problem solving, conflict resolution, Innovation activity Prioritization, Visualization, Team building and stakeholder engagement. Process refers to how things are done — the way things are being accomplished. Important components of process are: How the work is designed and managed, How members communicate, How decisions are made, How the work is monitored and evaluated, and How conflicts are managed. Understanding the group context helps a facilitator identify how the larger context is likely to help or hinder a group’s effort to improve effectiveness. - Performance: the group completes its task or achieves its goals; Process: the group maintains and preferably enhances the ability of members to work together; and Personal: the group experience contributes to the growth and well -being of its members. These three criteria for effective groups relate directly to the ‘dimensions of success’ triangle (performance is called results, and personal is called relationships in that graph). Facilitation — bringing out ideas and processes to help the group move forward;

COLLABORATION AS A STRATEGIC ASSET RATHER THAN INTERVENTION Collaborating well takes thought, planning, communication, understanding, respect, humility and learning. When it works, it seems that groups of humans can overcome almost any obstacle. And when it doesn’t, it appears that we revert to childlike behaviour, sometimes missing our target by a long way. With common goal , clearly allocated responsibility and accountability, identifying individual and team strength, focus on goals, marked achievement and learning collaborative strategies acts as an asset rather than intervention.

C: DRIVERS FOR SETTING UP INNOVATION CENTER BY DTF AND AICRA • • Understanding Innovation from Industry and Entrepreneurial Perspective Understanding Complexity and Change Understanding Risk, Great Ideas and Business Model Understanding Innovation Portfolio Analyzing Innovation Architecture and Innovation Landscape Gauging Innovation Speed and Engagement Placement of Innovation Leadership The Masterplan Road Map

UNDERSTANDING INNOVATION FROM INDUSTRY AND ENTREPRENEURIAL PERSPECTIVE Recognizing change Taking On Risk and Responsibilities Pursuing Opportunities. Innovating and Re-Innovating Creating new value that is meaningful to the customer before the customer realize the need. Making better ( high value) use of resources. Doing it over and over again. Entrepreneurship is an attitude and drive to pursue opportunity and create something new and of value.

COMMODITIZATION The trend of commoditization will certainly continue during the next 20 years as an additional 2 – 3 billion people living in Asia and Africa are likely to join the ranks of the mass consuming middle class. This will drive intense competition in manufacturing and distribution as hundreds of millions of new households join the consumption party. The competition to serve these new customers will be fierce, and continuing downward pressure on prices will be intense. DRIVING FORCE FOR COMPLEXITY AND CHANGE 01 04 THE DIGITAL REVOLUTION Digitization impacts all aspects of the arts, entertainment, business, and society, and it’s crucial to how products are designed, manufactured, and distributed. It’s also essential to how consumers gather and share information, and how they get entertainment, as it is central to how companies manage their finances and operations. GLOBALIZATION Globalization has drawn every nation into a single economic system, and through social media, many of us are now participating in a mediated social system as well. As a result, every company’s strategy must address a globalized market in which increasing numbers of people are participating in social and business communities that transcend national boundaries. Social medialization throughout Society 02 Digital technology becomes progressively more significant as it’s applied to more and more functions of life, business, and society. Business today is inconceivable without the internet, and the countless software tools that we use to manage the modern enterprise. THE TURBULENT WORLD 05 03 Ours is a turbulent world, and there’s nothing to suggest that the turbulence will decrease any time soon. So in what ways is our organization vulnerable to political, economic, or social disruptions? ACCELERATION RUNNING FASTER TO STAY IN THE SAME PLACE Each of these five forces of commoditization, 06 digitization, social medialization, globalization, and turbulence is a strategically decisive issue that’s central to everything that the organization must understand plan for. But they are not occurring independently of each other. In fact, they’re mutually interdependent, and they feed off of one another. As their impacts converge, the result is the potential for thoroughly disruptive acceleration and the amplification of their impact in a way that is decisive and inescapable.

Understanding Risk , Great Ideas and Business Model An Innovation Culture is a strategy towards becoming a market leader Great Ideas Risk • • Technological failure in Innovation. Financial Strain Market Failure Redundancy Lack of capacity Utilization Organizational Risk Collaborative Risk Unprecedented Risk • Generating Idea in customer Innovation, social innovation partner and supply innovation, Process Innovation. And Business Model Innovation. • Advocacy & Screening of Ideas. • Experimentation. • Commercialization • Diffusion & Implementation Business Model • • • Technology Push Market Pull Coupling Method Interactive Model Network Model Open Innovation Model

UNDERSTANDING INNOVATION PORTFOLIO The central organizing concept is the carefully designed collection of new ideas-in-progress through which an organization/ start-ups prepares its own future while also preparing to meet future challenges introduced by competitors or preparing the market with disruptive innovation. This is the innovation portfolio Purpose and method The innovation portfolio has two purposes. First, it’s a learning system that will enhance the efforts to achieve the strategic intents through innovation, by helping to deal with the problems of uncertainty and change. Second, and at the same time, it also reduces the inevitable risks inherent in the innovation process itself, and the larger risks related to being in business in the first place, by organizing the process of creating new products, services, and business models for the future. The concept of a portfolio is that it provides a proven method for managing assets in the face of uncertainty. Just as investors in all types of assets create portfolios to help them attain optimal returns while choosing the level of risk that is most appropriate for them, the innovation portfolio gives us a tool to do the same for the innovation projects we’re working on. The method of innovation portfolio management is to transform the strategic initiatives that we have marked. One into a learning process that consists of a disciplined and thoughtful experiments that balance failures at the small scale on the way to ultimate successes at the large scale . The content of the innovation portfolio is, of course, innovation ideas and projects. It’s often the case that a particular innovation doesn’t fit into only one innovation category or type. Sometimes a breakthrough innovation is so different from the existing business that it becomes a new company, and hence a new venture innovation. Sometimes new business models are also new ventures, while in other situations it’s an existing venture that must find a new business model. . As we prepare the innovation master plan and develop the innovation practice, all four types of innovation will become relevant and important because more than one type of innovation is typically required to sustain success in the market. Long term survival will likely require all four types of Innovation. Each innovation type must be managed as a separate portfolio of projects that address the specific needs and opportunities that each type of innovation epitomizes, and taken together all four will also constitute the fifth portfolio, consisting of all the projects. Each of these five portfolios will be carefully designed to balance offensive innovations, those that we think could change the market to our advantage, and defensive ones, those that we prepare in case we need them. We sometimes refer to these defensive projects as “spare tires. ” The purpose of the portfolio is to prepare for a wide variety of possible future conditions, some of which will never actually emerge into reality. So while it’s inevitable that some projects in the innovation portfolio will never actually become relevant to the market, it’s necessary to work on them anyway. These projects will therefore never return value in and of themselves, but still they’re not failures, they’re better understood as precautions

ANALYSING INNOVATION ARCHITECHTURE AND INNOVATION LANDSCAPE The practice of reaching out to open communities for ideas has become a mainstay of innovation. As a discipline or profession we tend to conceive of innovation as a funnel where ideas come in and then need managing through stage-gates so that they can become products. This architecture consists of the management platform, the appropriate people internally with clearly designated roles, permissions (e. g. a governance structure for what different people are allowed to do), budgets, connection points between diverse groups in the organization, connectivity with diverse groups outside the organization, mechanisms to synchronize product development and market need, executive oversight, and the metrics to make good judgments about launch times and to keep a running record of overall success and future resource needs. Innovation in other words is now changing itself and the two most important emerging concepts are the innovation architecture that allows companies to manage diverse activities in a broad range of markets, and the strategic options portfolio which allows companies to manage multiple options, in a time-sensitive way, for their different markets. Thus it need a software platform that integrates capabilities to serve all of these requirements.

Gauging the Need of Innovation Speed and Engagement Emerging Needs • Managing the Knowledge Pool • Enhanced Configurability • Supporting the innovation continuum • Responding to mobility • The accelerated innovation cycle • Supporting Strategic option builders • Support Innovation architecture • Collaboration and innovates engagement Established Need • Ideation and open innovation. • Geographically dispersed innovation and crowdsourcing • Incremental change

PLACEMENT OF INNOVATION LEADERSHIP Businesses, institutions, and communities are feeling the limits of their standard processes. The added burdens of economic pain and widespread uncertainty have leaders everywhere looking for new ways forward. Innovative leadership—the use of innovative thinking and the leadership that supports it—is the key to finding what’s new, what’s better, and what’s next. The three tasks of leadership as setting direction, creating alignment, and building commitment. When direction, alignment, and commitment are created around innovation, organizations emerge as more productive and more innovative LEADERSHIP HAS TWO COMPONENTS An innovative approach to leadership. This means to bring new thinking and different actions to how you lead, manage, and go about your work. How can you think differently about your role and the challenges you and your organization face? What can you do to break open entrenched, intractable problems? How can you be agile and quick in the absence of information or predictability? Leadership for innovation. Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers. How can you help others to think differently and work in new ways to face challenges? What can be done to innovate when all resources are stressed and constrained? How can you stay alive and stay ahead of the competition? INNOVATIVE LEADERSHIP SKILLS

THE MASTER PLAN ROADMAP Strategic Option Management Drawing the innovation Architecture The Innovation Continuum Front End Ideation Customer Inclusive Innovation Funnel Management Externa Innovation Challenges Incremental and Radical Innovation Development of Multiple Concurrent Projects Innovation can be described along four major dimensions: • The depth or breadth of activity across functions • The internal or external focus • Front end or back end of innovation focus • The degree of sophistication in managing multiple activities. These dimensions don’t map easily to a linear progression from a beginner to an experienced innovation culture. The roadmap is somewhat circular. A strong innovation architecture will allow a company to develop new competencies quickly across the whole innovation life cycle.

D: TYPES OF INNOVATION

DISRUPTIVE INNOVATION NEW BUSINESS MODEL NEW VENTURE INNOVATION INCREMENTAL INNOVATION BREAKTHROUGH INNOVATION TYPES OF INNOVATION Breakthrough innovations are the technical foundations of new companies and new industries. We pursue breakthroughs to attain major competitive advantage. . , Incremental innovations are minor improvements to existing business structures, processes, and products. We invest in incremental innovation to maintain or improve market sharp news businesses. New venture innovations extend existing companies into new markets. We create new ventures to expand into new markets for long term benefit. And new business models are new ways of making money. We create new business models to transform the structure of a market by creating new and better customer experiences A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances

E: MASTER PLAN OF GIC IN JOINT COLLABORATION • • Master Plan GIC – Innovation Portfolio Master Plan – Innovation Funnel and Mapping Process Steps of Innovation Process – GIC Master Plan – Research elaboration Diagrammatic Representation of the Master Plan Designing & Representing the Master Plan through Innovation Matrix Innovation Dashboard and AICRA Innovation Master Plan in all Stages – Diagrammatic Representation.

MASTER PLAN GIC - INNOVATION PORTFOLIO Determine the burn down rates of the existing revenue and profit stream of the chosen industry/service sector before being innovative. Determine the possible growth goals of revenue and profit of the chosen industry / service sector and additional value proposition which offered through innovation. Subjective to assessment capabilities on various factors. Analyze the key strategic factors of the industry chosen looking at the external landscape and competition and driving factors of the industry. This can be technology , demography, service, resource etc. Setting up the overall strategic direction keeping the variables in mind. The options can be to lead to follow or to keep a niche for ourselves EXTERNAL DRIVERS 1. Leverages Commoditization 2. Leverages Digitization 3. Leverages Social Mediazation 4. Leverages Globalization 5. Insulates us from Turbulence 6. Insulates us from Acceleration define the characteristics or criteria according to which new ideas will be evaluated. These can be external strategic drivers and internal innovation drivers. The rate of change • Your competitive position • The historical or competitive rate of investment in innovation in your industry • The strength of your balance sheet • The personal views and attitudes of senior managers concerning risk • The current economic situation • Your perception of the overall risks and opportunities that your organization has before it. determine the weighting of each characteristic and score of each idea. All ideas then subjectively should be bought under one portfolio to do the risk assessment. INTERNAL DRIVERS 1. Uniqueness of the idea 2. Probability of technical success 3. Probability of commercial success 4. R&D cost to completion or to next decision point 5. Time to completion or to next decision point 6. Intellectual property protection or ease for competitors to copy 7. Durability of competitive advantage 8. Durability as an innovation platform* 9. Leverages existing competences and capabilities risk-reward assessment and your ideal innovation portfolio. Risk is a function of may factors which includes Access the proposed new innovation projects by accessing individual idea and possible potential returns with timeline , risk and people involved. During the early stage an idea future is mostly a matter of speculation.

MASTER PLAN – MAPPING INNOVATION PROCESS THE INNOVATION FUNNEL IDEA GOING THROUGH PROCESS FILTERED IDEA TO DEVELOP Given the uncertainties of the future, the nebulous nature of many ideas, and the additional uncertainties related to turning ideas into business value, it’s obvious that a lot ideas are typically explored in the early, formative stages of the innovation process, they’re studied, worked on, combined and recombined, edited in and out, up and down, and deeply massaged in order that the end result is a few completed, highly useful innovations. Since there are many ideas in the beginning and fewer at the end, it’s easy to visualize the innovation process as a funnel with ideas coming in the wide end on the left, getting magically transformed through a lot of hard but mysterious work inside, and then a few finished and magnificent innovations emerging triumphantly What happens inside the funnel are steps, or stages of work progressing from vague to very specific. At the end of each stage is a check point, a gate, and only the good ideas get past a gate and go on to the next stage. to market through the narrow end at the right. THE SYSTEMATIC PROCESS OF THE INNOVATION FUNNEL IS DISCUSSED IN THE NEXT SLIDE.

Steps to Innovation Process- GIC Master Plan Systematic process Strategic Thinking With the goal of creating strategic advantage, and thinking through specifically how innovation is going to add value to the organization’s strategic intents, and how this will lead us to target innovation opportunities with the greatest potential to provide strategic advantage. Portfolio Management & Metrics The crux of the portfolio as a solution is that by managing the entire collection of ideas and projects that constitute our innovations-inprogress as we would manage any investment portfolio, and by instituting the right metrics according to which we will diligently assess our own efforts and correct our course as needed, we have the best chance to arrive at our destination, competitive advantage Research is a vast process which will be discussed in the next slide separately. Insights Insight is a pause when everything comes together, and you look around at your teammates and by making eye contact everyone knows – this is it!. Here we have a model which can decide the future Innovation Development The remaining steps of the innovation process are innovation development (5), marketdevelopment (6), and sales (7), The important principles and practices in these business processes are well developed and widely understood. Market developme nt Selling Businessprocess are widely understood in the area. Ultimate business revenue

RESEARCH We compare our current knowledge with the knowledge we will need, and this shows us where the gaps are; filling them with brilliant new knowledge that leads to insights is the purpose of research, the third step in the innovation process. KNOWLEDGE DOMAIN EXPLICIT KNOWLEDGE TACIT KNOWLEDGE Explicit knowledge is that which can be articulated and readily transmitted to others. It has been codified. Explicit knowledge domains are: 1. Science and technology, including the basic sciences, such as physics or chemistry or biology, emerging fields such as biotech or nano-sciences, and applied fields like computing and the internet. These are abundant sources of new explicit knowledge. 2. Business disciplines, such as manufacturing, supply chain, finance, marketing, and communications are rich with explicit knowledge, as is knowledge pertaining to the current and observable uses that consumers make of products and services. Tacit knowledge is difficult to transfer to another person, often because it includes unspoken or unrecognized elements or components. Tacit knowledge domains are: 1. Large scale social and economic trends that define the flowing and changing world of events, trends, beliefs, attitudes, and values, but which are often hard to track to a source, and which are highly unpredictable. 2. Customers often make choices according to unspoken needs, desires, and behaviors (which are also changing), and also according to the hidden meanings that products and actions contain for them. EXPLORUNG CORE AND EDGE MARKET ETHONOGRAPHIC RESEARCH Core refers to markets, services, products, and customers that are well understood, “typical, ” and already targeted. “Edge” refers to special uses, extreme uses and also non-users, groups that are not considered typical, and often not considered at all. A productive method of exposing tacit knowledge where decoding the patterns of belief and interaction to give us valid models of how others live MODELLING NEEDFINDING Need finding is a process of seeking to understand the customer’s experience, and of exposing the hidden assumptions about which we have previously been unaware While need finding focuses on gathering information about hidden attitudes and expectations, the modeling work that comes next synthesizes these findings into concise and logical expressions that describe how people make decisions. Insights gained through modeling still need further refinement before the more specific work of product development, as models also have to be applied, refined, and tested. So need finding and modeling are the first two of four stages of research IDEATION We take the research results, needs found, and the resulting models, and combine them with important facts we’ve gathered about science and technology (the accumulation of explicit knowledge), to come up with … ideas. There about 48 ideation methods. Classified as the ideation sandbox, spontaneous ideation, creative combination, Creative combination resulted in clearly defined and bounded ideas for future products, services, business models, branding, and even customer communications. The funnel metaphor was clearly evident here, as hundreds of ideas had been proposed and explored, dozens modeled in detail, tens have been mashed up in creative combination, and finally eight detailed concepts remained PROTOTYPE & TESTING The process through which we translated product and service ideas into tangibles that we could see, touch, taste & smell (especially if it’s food), and certainly use. This step is critical to transforming concepts into workable form that can be evaluated not only for fit with the needs and desires of customers, but also for manufacturability and packaging, or service delivery, as well as for design refinement and cost modeling.

Three Parts in the Innovation Process Context (input), R&D (process), and the Sales Payoff (output) Part 1, Steps 1 and 2 define the context through the design of Strategy and the ideal Portfolio, and the definition of Metrics. These Inputs define the scope, outlines, and structures for the innovation effort. Part 2, Steps 3 - 6 is the heart of the Innovation Process as it is classically understood, which includes Research (Need finding, Modeling, Ideation, and Prototyping), leading to Insight, and then to Innovation Development and Market Development. Part 3 is the economic payoff as output, Sales, where the innovation process earns economic value for the organizations that create and manage them.

DESIGNING AND IMPLEMENTING THE MASTER PLAN THROUGH INNOVATION MATRIX Twelve particularly useful innovation metrics In exploring the measurement of innovation it is found that across the 7 stages there at least 92 metrics. About a third of the total are qualitative, or conceptual, and the rest are quantitative. . But there are 12 major ones which can be used to all innovations. external metrics: impact on brand image 1. The outputs of the innovation system significantly enhance the brand. They accelerate the acquisition of new customers, contracts, and/or clients, as measured by the “rate of new customer acquisition. ” This is evident in new sales to new customers. external metrics: impact on brand image 2. The opinion that customers have of our company, as indicated through brand image surveys, customer feedback, and analyst rankings, improves consistently and significantly external metrics: impact on ecosystem 3. The innovation system engages a large and growing set of external partners, customers, suppliers, and others, creating a broad, comprehensive, and thriving open innovation ecosystem. internal metrics: impact on growth and revenue 4. The innovation system results in a significant increase in the number of attractive, new, internally-sourced investment opportunities that are available for consideration by senior managers and the board of directors internal metrics: impact on growth and revenue 5. Valuation of the total innovation portfolio increases significantly compared to prior period, year over year. Financial valuation methods would include NPV, asset valuation, and /or option value. Incremental innovation metrics would include percent of products/services revenue attributable to innovation within existing product/services lines. 6. The net portfolio valuation increase is at least 5 x to 10 x greater than the capital invested. Financial valuation methods would include NPV, asset valuation, and /or option value. 7. The number and percentage of projects that are in the innovation pipeline that are judged to be high quality increases steadily 8. The proportion of projects in the pipeline that are not incremental projects (i. e. , these are breakthroughs and new business model innovations), increases significantly year over year. internal metrics: impact on growth and revenue people metrics: impact on culture 9. The number of non-incremental projects delivered as innovations to the market increases significantly year over year. 11. The number of people who are participating in all aspects of innovation efforts increases significantly year over year. . 12. The quality of the contribution by each person increases steadily, and over time more people are contributing more valuable ideas and efforts in the innovation process. 10. Speed of innovation project completion increases year over year. These twelve perspectives are mutually reinforcing, so, for example, as a result of more breakthroughs and new business model innovations being developed and brought to market (#8), the opinion that customers have of the company should improve (#2), etc. Since at root the innovation process is all about learning, improvement of innovation performance over time is to be expected as you invest effort in developing innovations and at the same time you are investing in improving the process itself. The 92 questions on the seven steps can be separately discussed for the purpose of Master Plan and not covered under this section.

INNOVATION DASH BOARD & AICRA As you apply the selected metrics and fine tune them to suit the work and culture of the needed innovation of the organization, we will l also be developing feedback that can be used to help everyone see how well (or not well) the innovation process is working out. Information presented on an Innovation Dashboard, accessible via the web, will show what’s happening across all the steps of the process project by project and in aggregate. AICRA will play a major role in the development of this matrix-based automation steps for the overall innovation process. Some information may naturally be withheld from view to protect corporate secrets or to keep vulnerable projects from unwelcome exposure inside the organization, but the more that is shared the better. If people feel that the process is open and accessible, they will be inspired to participate; if they feel it’s secretive and closed they generally won’t.

The Innovation Master Plan 5 questions across a process of seven stages Responsibilities are shown in the column at the right. And it’s clear that the right infrastructure can support a tremendous improvement in the quality of the process, as well as the satisfaction of the participants, and the value of the results. Where you innovate is defined by the essential infrastructure. These five themes, organized and managed in harmony, constitute an innovation system. And while there will certainly be improvements to make in the coming years, we’ve been at this long enough to feel confident that this is an effective platform, and it’s working well for many organizations.

F: HOW INNOVATION LAB , INCUBATOR, ACCELARATOR ARE DIFFERENT • • • WHAT IS AN INNOVATION LAB INCUBATOR ACCELARATOR INNOVATION LAB - EXPECTED OPPORTUNITY, OUTCOME & EXPECTED BENEFIT TO INDUSTRY & PEOPLE BUSINESS PLAN CONTEST – IDEATION FEEDER TO INCUBATOR INCUBATION – HOW TO SET UP INCUBATION OPERATION AND MONITIZATION ACCELAROTOR- OPERATION AND MONITISED ACCELERATOR-START UP PATH TO MONITIZATION

WHAT IS AN INNOVATION LAB It is a work space designed to optimize Innovation. A unique environment for creativity and information sharing, building new knowledge, creating alignment, and developing comprehensive solutions. Innovation Labs are strategic and goal focused, and are used as tools to address very specific and individual innovation requirements. It is a fast, flexible and creative concept that adapts to the needs of the host organization. Innovation Labs can be set up for just a few days, or run over the course of a few months. In theory, an Innovation Lab can become an ingrained part of a company that provides a constant source of innovation. An Innovation Center is a cross-functional platform that creates a safe haven for new ideas. With opportunities for individual and group collaboration across time zones and continents, it's a place that fosters a culture of innovation through the creation, sharing, and testing of idea. Innovation is often also viewed as the application of better solutions that meet new requirements, unarticulated needs, or existing market needs. It’s a place where Innovation projects are brought and tested for end user experiences keeping in mind the community and the catchment needs and the need of the society mapping of existing industries needs and probable innovative upliftment benefited for end user in product or service. Innovation hubs are social communities or work space or research centers that provide subject-matter expertise on technology trends, knowledge and strategic innovation management, and industry-specific insights.

INCUBATOR Incubators, assist the startups with much longer-term business development by providing startups with the time and resources to design and build an efficient and sustainable business model. They seek to mold startups at the idea stage into successful self-sustaining businesses. Generally a business plan contest in conducted in the institution of the probable GIC keeping in mind the community catchment and industry needs. Ideas are selected after the end of the contest undergoing the process of viability and efficiency in increasing the user experience and then worked upon. Startups entering incubators after the ideation may be supported for a long time period, months often, and the equity taken in each startup tends to be much higher than the accelerators. Still, while resources are provided, incubators don’t invest as much time in establishing pilot projects or shaping the startups to receive external investment. The investment is provided by the incubator. It provides shared office space for members and helps startups turn ideas into new businesses. The Incubator has group of experience people which help new and start up individual/companies to develop by providing service such as direction, strategy and process and mentorship. Business Incubator is an example of an incubator. It provides shared office space for members and helps startups turn ideas into new businesses. The Technology Business Incubator (TBI). TBI provides the resources to nurture and support the development of early stage companies in information technology and electronics.

ACCELARATOR Accelerators aim to help startups achieve a level of business growth in just a few months, that would normally take anywhere between 12 to 18 months if they decided to do so on their own. They aim to facilitate the development of projects, and provide startups with the tools to establish strong value propositions, in order for them to have the best chance of achieving external funding. The number of startups selected to enter an accelerator is often less than 1 percent of the overall volume of startups reviewed. Startups must be product/prototype ready with clear concepts that can be exploited through partnership agreement. The best accelerators also provide startups with valuable resources to help them design sustainable businesses. Accelerators are very timely. They usually are time boxed within a short three to four- month period and invest capital in return for a small equity stake in each startup taken into the program. Accelerators generally work very closely with corporates who partner with the concept, and as a result, startups are selected on the basis that they match the partner and investor requirements. There is therefore an emphasis on putting a lot of effort into facilitating a bridge between the partners and startups. It focuses on providing a platform for the startups to grow as quickly as possible during the program and ultimately receive investment. One of the key outcomes is speed in partnership agreements and the ability to replicate such engagement across multiple groups of partners, and engagement with investors seeking ready-to-invest deal flows.

INNOVATION LAB – OPPOURTUNITY, OUTCOME & BENEFIT TO THE SOCIETY EXPECTED OPPOURTUNITY 1. For Individual / student/ faculty / enterprises to move forward innovation lab is about successfully doing Incremental, Sustainable and Disruptive Innovation. 2. In conjunction with this, there is a need to develop the Innovation Mindset where finding the new billion $ products and services is about appreciating the law of large numbers, learning quickly, failing fast, scaling, becoming a more entrepreneurial / opportunistic organization, being agile, sophisticated in metrics (hard and soft). 3. The crucial enterprise leadership having a vision of the future and how to position the organization for success – with the ability to effectively articulate it and get buy from all stakeholders. 4. Innovation Labs have the potential to expedite developing these capabilities and be the launch pad for new products and services to drive change and improve business outcomes. 5. Since this is crucial for the enterprise to have a future is why Innovation is strategically important in its many forms – Innovation Labs, internal company initiatives, with Partners, with Startups, companies in the Innovation ecosystem, etc. EXPECTED OUTCOME 1. Innovation lab acts as a launch pad for new product and service to drive change for the community and catchment profile as per the catchment needs and improve the business outcome. 2. The constant mentoring available in innovation lab as well as enterprise leadership who has the vision and is very strategic in their thinking, patient, , is determined to move to a new business model, recognizes the importance of digital platforms and delivering a great User experience, and can manage the risk / reward – benefitting from innovation idea to a sustainable state. EXPECTED BENEFIT 1. Become Better Guides for Individual / students and Prospects- Every time for a new Innovation Labs project, our team of technologists and mentor’s help to get a solid understanding of the fundamentals of emerging technologies such as augmented reality/virtual reality (AR/VR), the Internet of Things (Io. T), machine learning, voice interfaces. It helps in naturally deepening the skills and understanding to guide innovator through evolving technological landscapes with confidence. 2. Foster Collaboration and Coopetition - Coopetition is when competitors collaborate to achieve mutually beneficial results. This strategy is arguably a core reason for the rise of Innovation lab culture and an innovation lab supports this approach. 3. Gauge Trends Better – Innovation lab have a better understanding of which tools, tech and methods have true business value and which are exaggerated and helps innovators accordingly.

BUSINESS PLAN CONTEST – IDEATION FEEDER TO INCUBATOR TECH IDEAS / SOCIAL IMPACT IDEAS / USER EXPERIENCES IDEATION FUNNEL SELECTED IDEA UNDERGOES PROCESS OF RESEARCH AND INSIGNTS VIABLE IDEA/ BUSINESS PLAN TO INCUBATION

HOW TO SET UP INCUBATION Identify team and service provider & arrange for Resources : Need Finding and Structuring the Program Business Challenge contest run in the Institution as per the challenges and need of the community for ideation. Again it is important to understand what do entrepreneurs really want from an incubator – is it access to cheap office space, internet, electricity (the tangible benefits of an incubator) or the spirit to work along with fellow entrepreneurs, chance to meet investors, get access to quality manpower and experienced advisors (the intangible benefits of an incubator). This will help you identify the real pain point of your customers (the entrepreneurs) and address their needs most effectively. 01 0 4 Establish industry linkage, Draw calendar activities , Attract , select and retain startups. Create the business model and legal identity Create the business model based on the needs of the local entrepreneurial community. Research the benefits of creating a virtual versus a physical facility. With online meeting and collaboration capabilities, it is easy to operate a virtual incubator, with only occasional face-to-face meetings and required reporting. 03 Incubator connects the entrepreneurs, investors, mentors, trainers, students and faculty. incubation center needs resources during setup and operations. Which are a. Space b. connectivity internet / telephone /electricity c. Data center d. Services – maintenance, security e. Furnishing – chair, table, cubicles f. IT Infra and Support – software, LAN, leased lines, wi-fi, printer, scanner, copier, Access control system g. Others – board rooms, meeting rooms, coffee machines, restaurants etc. All this comes at a cost, and the incubation center management needs to generate to resources for the same – in terms of capital, manpower and time. For an individual or an institute, it is prudent to setup a project team to take up the task in a systematic manner. 02 This maybe contact with local entrepreneurs, lawyers, CAs, industry associations like CII, FICCI, Nasscom etc. or media (TV, print etc. ), and other parts of the eco-system like investors. private partnership); calendar of activities, which keeps the incubator always charged. Conducting training programs, mentor meets, talks from experts, job fair, product showcases, technology demonstrations etc. from time to time helps the community to grow and brings in a great network effect!

INCUBATOR OPERATION AND MONITIZATION INCUBATEE PAY BY TRADING EQUITY INCUBATEE PAY BY FLAT RATE FEE In this model, the incubator simply charges a fixed price for services rendered. This is almost always a monthly fee, but could conceivably be a one-time payment for a certain block of time. The flat rate fee is also probably the least common of the three options. More frequently, an incubator will charge a flat fee in addition to taking equity or royalties (or both), but reduce the equity stake or royalty percentage in return for the flat fee. Incubator operation revolves around offering the following four things to the business incubate. 1. Mentorship & advice 2. Resources and support for the project. 3. Provide community of likeminded individuals. 4. Provide incubate with all necessity to grow and develop the projects. incubator will take a small amount of equity – usually between 5 -10%, although there’s enormous variance in that number – in return for the services they offer. The incubator then makes money when the startup gets acquired. Naturally, many startups will fail and not all will grow large enough to land an acquisition, so the incubator needs to choose its members carefully to maintain a high enough percentage of participant acquisitions to stay profitable. in the innovation atmosphere. INCUBATEE PAY BY GRANTING ROYALTY The incubator doesn’t take equity or cash for providing their services, but instead claims a certain percentage of the startup’s future revenues as a royalty. This means that the incubator wouldn’t have any ownership stake in the company, and subsequently wouldn’t make a dime if the startup got acquired or went public. Instead, the incubator makes money purely based on the startup’s revenue flow. These types of arrangements often include a cap on royalties, past which the incubator wouldn’t take any more of the startup’s revenue.

BUSINESS ACCELERATOR – OPERATION AND MONITIZATION STRUCTURE & OPERATION ACCELATOR WITH PRODUCT IN HAND – PROBABLE Incubators help a startup “hatch” out of the egg of an idea, whereas accelerators help an existing startup accelerate their growth and scale the company. Incubators are more the ‘childhood’ of a startup, while accelerators help take a startup from adolescence to adulthood. Thus accelerator will have a minimum viable product (MVP) at the very least, and many startups will have well-defined, user-tested products when they join accelerators. Some startups may even be producing significant revenue. They come to the accelerator to take the company they’ve already gotten moving and make it scale. Virtually accelerator provide capital in exchange of equity. Accelerator will have a founding team of early employee. Accelerators also provide access to a mentorship network, but usually this mentorship is geared more towards the specific problems of how to help the incubate through its current obstacles and less towards general entrepreneurial advice. Accelerators will often place much more value on providing their members access to venture capital funding, as well. Many accelerators work on a model where participants have a certain amount of time in the accelerator, and at the end of the program, startups do a “demo day” where they pitch their company to investors. Generally speaking, accelerators are also much more focused on fast growth. The engagement is almost always limited to a specific time frame, usually 3 -6 months. During that time, they expect participants to grow – fast. . ACCELERATOR MONETIZATION Most accelerators have the same business model as business angels and seed funds: they take equity in projects, hoping for a successful exit in the next few years. True, the best startups are hunted by accelerators, but not so much as customers, rather as resources. First, source startups. An accelerator buys startups (actually, equity of the startups) as raw material. Second, increase value. The incubator then applies a value-adding process — the “acceleration” — to the startup. Third, sell with a premium. The incubator (hopefully) sells its value-added equity during a Demo Day. The real customers of the accelerators are the investors, not the startups. The investors are the ones buying equity at the end of the day. To put it another way, an accelerator is nothing but an equity factory, trying to increase output value.

ACCELERATOR- START UP PATH TO MONETISATION Inception to First layer of Value MVP , IP , TRANSACTION BIGGER DIRECT CUSTOMER ( BUSINESS ANGELS, VENTURE CAPITAL , GROWTH CAPITAL ) FINAL CUSTOMER WHO USE THE STRATUP A CORPOTATION OR THE PUBLIC MARKET TRADING PRIVATE EQUITY IS JUST ANOTHER B 2 B 2 C BUSINESS

G: COMPLETE MASTER PLAN OF GIC IN JOINT COLLABORATION • • • • • Deciding on the Central Architecture of Operational, Legal, Financial and Economic Relationship between DTF and AICRA Deciding the Key Component Role Playing by Individual Organization, Timelines and Milestones Setting up the Baseline Methodology and Foundation for Innovation Lab, Incubation and Accelerator Setting Up Strategic Innovation Matrix and Decision- Making Matrix for the GIC Reflection of Services and Performance Incentives in Innovation Lab to Individual Organization Reflection of Services and Performance Incentives in Incubation Center to Individual Organization Reflection of Services and Performance Incentives in Accelerator to Individual Organization Creation of Broad Financial Modeling backed by Justified Assumptions Definition of Licensing, Royalty , Investment Returns and Operational Payments for Individual Organization Involvement levels , Allocation Levels and Usage Levels of Human Capital from Both the Organization Mapping of Numerous Revenue Models around the Innovation Lab, Incubation Center and the Accelerator in the GIC Inclusion of International Alliances, Partnerships , Collaborations and Associations Analyze, Evaluate and Implement Risk Management and Risk Mitigation Framework in the GIC Placement of Confidentiality , IPR Protection, Indemnification and Non- Circumvention Policies in the Collaborative Framework Use of Control Policies, Benchmarking, Seasonal Monitoring and Deviation Checking Mechanism Creation of Steering Committee , Operational Teams and Business Teams Business Transformation, Business Continuity and Business Sustainability within the collaborative framework Business Exits, Relationship Transfer and Operational Closures

CENTRAL ARCHITECTUTE OF OPERATION, LEGAL , FINANCIAL, ECONOMIC RELATIONSHIP – DTF & AICRA OPERATION DTF will operate as Strategic and Facilitating Financial Infusion for the GIC whereas AICRA will act as Technical and Knowledge Capital Partner. LEGAL DTF & AICRA will take all possible legal backup and safe guarding mechanism and both party should keep the other party harmless through mutual indemnification clause. DTF & AICRA will always explore prospective legal implications and ramifications of any business proposition before entering into a longterm relationship with any third party. ECONOMIC Both DTF and ACRA will strive towards creating economic excellence and act as enabler for inclusive growth and entrepreneurial excellence with special emphasis on ethical business management practices. DTF and AICRA will evaluate potential economic benefits before embarking on a long term growth trajectory of the Innovation Center which will have substantial economic benefits for DTF and AICRA on a long term basis. FINANCIAL The combined relationship of DTF & AICRA will have financial benefits arising out of Advisory, Vendor Relationships, Events, Tenders, Networking, Certification, Licensing, Equity, Asset Monetization, and Real Estate Rental Models.

KEY COMPONENT ROLE PLAY BY INDIVIDUAL ORGANISATION TIME LINE , MILESTONE DTF ROLE PLAY DTF TIME LINE Understanding need of Innovation Infrastructure Business Plan for GIC- 2 nd Month Creating Strategies, Plan and Program DTF MILE STONE Executing the Business Plan, Financial Model and Roadmap post signing of the MOU Financial Model-3 rd Month Setting up, Redesigning the Place 5 th Month Facilitate Core Team Structure and Operations - Identifying right universities for GIC Creating Profile of Universities on the basis of their credibility and Academics Achievements. - Understand measure their interest in participating with GIC Training Students & Faculties in batches – Once in a Quarter Screening of potential incubates & operate Incubation Center - Evangelizing DTF – AICRA GIC to University community - Identifying right universities for GIC - Source and Bring collaboration with Corporates - Source Innovation needs from Universities 2 nd Month: Signed MOU’s with interested Universities Understand measure their interest in participating with GIC - Design Business Plan with clear milestones and benefits. - Identify Global Entities in Technology domain for GIC. - Sustain the Innovation Center and create the base for the Accelerator Creating Advisory Board Signed MOU with 3 Best Universities for GIC - Roll out Business Plans Setup Innovation Lab with Inputs from Universities Interest. - Signed MOU’s with interested Universities Identify Global Entities in Technology domain for GIC. 3 rd Month: Collaborating with as many investors network, mentor network and eco-system stakeholders - - Source innovation needs from Universities Develop Programs and Courses in technology align with GIC Objectives. Create Operational Timelines for Innovation Lab, Incubation Center & Accelerator AICRA MILESTONE Creating Profile of Universities on the basis of their credibility and Academics Achievements - - Facilitating Hybrid Return Structure and Asset Monetization Facilitating Mentoring Board, Advisory Board, & Support Board 1 st Month: Execute key operational metrics and launch the business plan challenge contest Create SOP , SOW, SLA, SLI, & SLO Facilitating Capital Infusion Evangelizing DTF – ARICA GIC Project to University community Execute Launch of the Innovation Center Putting achievable Strategic Roadmap Create Guidelines on Innovation Lab, Incubation Center, & Accelerator AICRA TIME LINE - Identifying support area for Sustaining Innovation Creating sustainable Business Plan and robust Financial Model AICRA ROLE PLAY - Design Business Plan with clear milestones and benefits. Develop Programs and Courses in technology align with GIC Objectives

FOUNDATION BASE LINE METHODOLOGY BASELINE METHODOLOFY AND FOUNDATION FOR INNOVATION LAB , INCUBATION AND ACCELARATION INNOVATION LAB INCUBATION • To Develop a Program for students to develop their talents and help them in transforming them to structured innovators and come up with disruptive ideas. • Will Play an Integral part in providing guided mentoring and technology support to develop ideas by students and hold them in the process of helping with all the support to commercialize the project. ACCELARATION • Will help the disruptive ideas developed out of Incubation to identify right customers, clients and market fit for their product and services. INNOVATION LAB • Hand hold maximum Innovators in growing and scaling up maximum Innovators and Incubates with right support with Mentoring, Engagement and Capital so that they can commercialize their Innovation at the earliest possible time Incubation. INCUBATION ACCELARATION • This has the Potential to be the launch pad for New Products and Services to drive change and improve business outcomes. • Will be instrumental in speeding up the partnership agreements with multiple groups of partners, and engagement with investors seeking ready-to-invest deal flows.

REFLECTION OF SERVICE AND PERFORMANCE INCENTIVE IN INNOVATION LAB TO INDIVIDUAL ORGANISATION AICRA DTF SERVICE • Identify the needs and demands of the local catchment area and the DTF Projects and launch an Innovation Lab on the similar lines • Innovation Lab will have projects related to Innovation which will can be commercialized to accrue potential benefits to the society, students and the catchment area • Innovation Lab will bring International Projects pertaining to the DTF Project Requirements within guided timelines and milestones • Innovation Lab will have Mentors, Facilitators, Support Staffs and Class Support Structure to take care of the potential outcome. PERFORMANCE INCENTIVE Performance Incentive will be in form of Revenues, Workshops, Corporate Sponsorships , Market Entry Assignments, Technical Feasibility Assignments, Commercial Feasibility Assignments, Licensing, Equity and Capital Raising Facilitation Services. SERVICE • Mentorship Program for Faculty/Academics • Workshop /Master class Faculty/Academics • Design Thinking Workshops • Collaboration with World’s best Training institutes • Global Product Collaborations (R&D) • Technology Transfer (Product) • Co-creation assignments • Industry collaborations • Consulting assignment from POC to MVP • Investor Network • Cross Border Delegation Visit • Corporate Sponsorships • Domain Specific Events and Hackathons • IP Management PERFORMANCE INCENTIVE • Revenue generated from Innovation products • Revenue from Conducting Workshops /Master class • Revenue from Co-creation model • Corporate Sponsorship • Global Product Assignment (R&D) • Equity

REFLECTION OF SERVICE AND PERFORMANCE INCENTIVE IN INCUBATOR TO INDIVIDUAL ORGANISATION AICRA DTF SERVICE • Creation of the Incubation Plan , Incubation Philosophy, Incubation Strategy and Incubation Tenure • Launching the Business Plan Challenge Contest, Scrutinizing the Best Plan and Facilitating Finance to Initiate the Incubation Center • Complete the foundation for the Incubation Infrastructure , Infuse Support Staff Support, Infrastructure Support, Corporate Mentoring Support, and Advisory Support. • Evaluate , Monitor , Analyze , and Ensure to have a check on the Control Aspects of the Operational Business Functions in association with AICRA & the Institute. PERFORMANCE INCENTIVE Licensing, Equity, Asset Monetization, Media , Technology Commercialization Fees, Commercial Viability Testing Fees, and India Entry Strategy Fees. SERVICE • Mentorship Program for Incubates • Workshop /Master class for Incubates • Training Workshops • Hackathons PERFORMANCE INCENTIVE • Revenue from Mentorship Program for Incubates • Revenue from Workshop /Master class for Incubates • Revenue from Training Workshops • Revenue from Hackathons Sponsorships

REFLECTION OF SERVICE AND PERFORMANCE INCENTIVE IN ACCELARATOR TO INDIVIDUAL ORGANISATION AICRA DTF SERVICE • Help students to Commercialize, help in Go 2 market and provide Current and New Markets. • Bring some International Manufacturing Brands who will put up their Design Center of Excellence for market test. PERFORMANCE INCENTIVE SERVICE Performance incentive will come from the revenue generated in the accelerator • Partnerships with Global Accelerator • Corporate Startup Engagement • Go to Market Strategy • Demo Day for Corporates • Speed Dating (1 to 1) specific Meetings with Corporates • Brining Global Startups to India • Industry Collaboration with global Startups • Partnership with various Industry Bodies (etc. IEEE, IET, ) • Partnership with Invest Network (PE, Angel, Institutional Funds) PERFORMANCE INCENTIVE • Fee based model for Corporate Startup Engagement • Corporate to Sponsor specific accelerator program • Equity % on Investments • Equity % on M&A with Corporate • Fee for Conducting Demo Days • Fees for Conducting Speed Dating (1 & 1)

DEFINITION OF LICENSING, ROYALTY , INVESTMENT RETURNS AND OPERATIONAL PAYMENTS FOR INDIVIDUAL ORGANIZATION AICRA DTF LICENSING & ROYALTY INVESTMENT RETURN • Revenue Sharing in Product Licensing • Revenue Sharing in Product Commercialization • Revenue in Startup M & A • Revenue in Startup Investment (Equity) • Royalty in IP Patenting • Exit Fee from Startups • Royalty in R & D • Product Licensing • Product Commercialization Fee • Mentorship fee • Training Workshops/Master Class • Corporate Sponsorships • Equity Model & Royalty agreements • Rent Model - Rent from incubates • Manufacturing Model • Through New Venture and Spin off from Universities • Seat Sharing Fee from Incubatees • Professional services (legal, accounting, etc. ) • Consultancy services • Profit Sharing Agreements OPERATIONAL PAYMENT • Office space of GIC Operations • Salaries for Executives • Fee towards Mentors/SME’s • Training towards Capacity Building for Faculty and students • Telecommunications services • Information & Communication Technology • Furnishings and equipment • Maintenance Cost • Utilities Cost (Electricity, Security, Water , Refreshments) • Marketing and public relations • Mentoring programs • Conducting Meetings/ Workshops • Organizing and executing Hackathons • Travel cost towards National/ International start-up destinations’ LICENSING & ROYALTY INVESTMENT RETURN • Revenue Sharing in Product Licensing • Revenue Sharing in Product Commercialization • Revenue in Startup M & A • Revenue in Startup Investment (Equity) • Royalty in IP Patenting • Exit Fee from Startups • Royalty in R & D • Product Licensing • Product Commercialization Fee • Mentorship fee • Training Workshops/Master Class • Corporate Sponsorships • Equity Model & Royalty agreements • Rent Model - Rent from incubates • Manufacturing Model • Through New Venture and Spin off from Universities • Seat Sharing Fee from Incubatees • Professional services (legal, accounting, etc. ) • Consultancy services • Profit Sharing Agreements OPERATIONAL PAYMENT • • • AICRA - GIC Payouts for Steering Committee(AICRA) Salary for 1 Project Director, PD (AICRA) {Salaries + HR + TA/DA Performance Incentives Travel /Accommodation expenses Other perks} 1 Business Development ( AICRA, to support the PD) INNOVATION LAB (DTF -AICRA) Salary for CEO Salary for Incubation Community Manager

INVOLVEMENT LEVELS , ALLOCATION LEVELS AND USAGE LEVELS OF HUMAN CAPITAL FROM BOTH THE ORGANIZATION DTF –AICRA GIC INNOVATION LAB INVOLVEMENT LEVEL ALLOCATION LEVEL INVOLVEMENT LEVEL USAGE LEVELS • • • Business Development • Partnerships & Alliance • Sales Department and outcomes • Day to Day Operations • • CEO - Innovation Lab Salaries + HR + TA/DA Performance Incentives Travel /Accommodation expenses Other perks • Involved in company policy and objectives, • Budgetary control • Creating marketing strategy • Resource allocation • Business Development • Identifying Right Partner Alliance • • • Office space of GIC Operations Salaries for Executives Fee towards Mentors/SME’s Training towards Capacity Building for Faculty and students Telecommunications services Information & Communication Technology Furnishings and equipment Maintenance Cost Utilities Cost (Electricity, Security, Water , Refreshments) Marketing and public relations Mentoring programs Conducting Meetings/ Workshops Organizing and executing Hackathons Travel cost towards National/ International start-up destinations’ USAGE LEVEL ALLOCATION LEVEL • • • Project Director – GIC (AICRA) {Salaries + HR + TA/DA Performance Incentives Travel /Accommodation expenses Other perks} ( Already covered earlier) • • • USAGE LEVEL Part of Steering Committee Spearheading the entire projects Involved in Strategic Decisions and Meetings Involved in Decision on operational and expenditure Looking into partnership Alliance Attending crucial meetings Responsible in Positioning DTF-AICRA at Global Level

INVOLVEMENT LEVELS , ALLOCATION LEVELS AND USAGE LEVELS OF HUMAN CAPITAL FROM BOTH THE ORGANIZATION ACCELARATOR INCUBATION LAB INVOLVEMENT LEVEL • Develop and execute strategy for outreach, hunting, attracting and on -boarding deserving and qualified innovative entrepreneurs, and startups. • Designing & managing Incubation programs • Manage the day- to- day interaction with the Incubatees. • Ensure tight management of milestones and progress of entrepreneurs and start-up companies. ALLOCATION LEVEL Incubation Community Manager • Salaries + HR + TA/DA • Performance Incentives USAGE LEVELS To support incubation center’s day-to-day operations • Design, execute, support & implement center’s outreach programs, events & training activities • Manage administrative & operative functions • Organize training programs through workshop, mentorship, networking, seminars etc. • Manage outreach communications, e. g. website, newsletter, social media, digital marketing, PR etc. INVOLVEMENT LEVEL ALLOCATION LEVEL ) USAGE LEVEL

Mapping of Numerous Revenue Models around the Innovation Lab, Incubation Center and the Accelerator in the GIC Innovation Lab Accelerator Incubation Center • • • Advisory, Training & Consulting Outreach services Product Licensing Sponsorships Corporate alignment Project Funding Need based adaptation to local potential & business environment. Rentals Product Commercialization Certificate Program in Engineering, Technology Innovation, Entrepreneurship ( office & online. MDPs, FDPs, , SDPs. Cafeteria • • • Corporate Sponsorships Brick and Mortar Rental from Incubates Compounding Liquidation of Exit Equity Individual Mentoring Residential Certificate Programs –Incubation Master Classes Project • • • Business Acceleration Fees Corporate Sponsorships Brick and Mortar Rental from Incubates Compounding Liquidation of Exit Equity Individual Mentoring Residential Certificate Programs –Incubation Mater Class

INCLUSION OF INTERNATIONAL ALLIANCES, PARTNERSHIPS , COLLABORATIONS AND ASSOCIATIONS DTF will source International Alliances and Place it to the Joint Committee of DTF-AICRA to evaluate INTERNATIONAL ALLIANCES and analyse the potential benefits which will arise from the International Alliances. PARTNERSHIPS DTF-AICRA will scout for meaningful and beneficial partnerships which will add long term value to the Global Innovation Center in terms of industry association and knowledge capital. COLLABORATIONS DTF-AICRA will engage into project specific collaborations with industry leaders in respective industry categories so that students can engage into pragmatic and live industrial projects.

RISK MITIGATION FRAMWORK • • • Increase responsiveness Reducing. cost risk Mitigating schedule risk Mitigating safety and quality risk Rapid prototyping and test feedback Political , policy and regulation risk Efficient communication and training Relying on proven technologies Multiple sourcing What if scenario Counterparty risk Risk categorization & Mitigation . • Reducing risks is the process of executing risk mitigation actions. Risk mitigation progress monitoring includes tracking identified risks, identifying new risks, and evaluating risk process effectiveness throughout the project. Risk mitigation handling options is • assume/accept—acknowledge the existence of a particular risk and make a deliberate decision to take it without engaging in extraordinary labors to control it. • avoid—adjust project necessities or constraints to eliminate or reduce the risk. This adjustment could be to accommodate a change in capital, technical requirements, or timetable; • control—compliance with planned actions to minimize the effect or probability of the risk occurrence; • transfer—making others responsible for causing or handling risks; (e) watch/monitor— monitor an event for a change that may yield an effect on nature and the impact of the risk. Planning Risk Mitigation Strategies in Innovation Hub Risk mitigation in innovative projects means taking steps to reduce adverse effects or a systematic reduction in the extent of exposure to a risk and the likelihood of its occurrence. The risk response must revolve around following response strategies to ensure minimization of the paraphernalia of uncertain events • Attending to the uncertainty level • Risk transferring and contracting • Risk hedging - Risk hedging (or risk buffering) is to keep some reserve that can engross the effects of several risks without endangering the project. • Risk evasion - Risk avoidance is the exclusion or evasion of the class of risks or by altering the bounds of the project • Risk controlling - Risk control prohibits the unlikely events from occurring in a project. It minimizes risks by barring their freely spread in the project through planned mitigation. • Risk acceptance - Accepting risk is the last resort in developing a risk encountering strategy Risk evaluation and mitigation strategies (REMS) in innovative projects The purpose and importance of risk evaluation mitigation strategies (REMS) are to lessen or reduce if not eliminated but at least are being reduced to some lower level that the adverse impacts of the known or perceived risks are inherited in a particular undertaking or even before any damage or disaster takes place. • Research & Development - The five risk prioritization parameters of RFMEA technique depend on: (1) the likelihood that a risk will occur; (2) the severity of the effect on the project should it occur; (3) the risk score (RS) for a risk (RS = likelihood × severity); (4) the risk detection factor, that is, the ability to foresee its occurrence; and (5) the risk priority number (RPN) for a risk (RPN = RS × detection factor). • Operational hedging in innovative technological projects • Clear scope specification. • Effective communication plan • Resource planning • Check and balance • Taking one step at a time

PLACEMENT OF CONFIDENTIALITY , IPR PROTECTION, INDEMNIFICATION AND NON- CIRCUMVENTION POLICIES IN THE COLLABORATIVE FRAMEWORK CONFIDENTIALITY DTF- AICRA team will be bound by the highest levels of Confidentiality Standards in order to safeguard the business, technical, financial, economic, legal and IP Interests of both DTF & AICRA along with the Partners. IPR PROTECTION The Agreements between DTF-AICRA and the Collaborative Partners will be based on the underlying principles of IPR associated with the idea or the product and the same will be guarded properly through IPR Contracts. INDEMNIFICATION DTF-AICRA team will ensure that all prospective partners including the infrastructure partners keep themselves harmless during the project schedule and project tenure. Stringent Agreements , DTF-AICRA will ensure non circumvention of any potential partners towards approaching NON-CIRCUMVENTION POLICY Through any form off Decision Making Bodies or even the Steering Committee of DT Ventures without a valid protocol.

USE OF CONTROL POLICIES, BENCHMARKING, SEASONAL MONITORING AND DEVIATION CHECKING MECHANISM CONTROL POLICIES Funding Control Policies , Research Control Polices , Allowable Expenses on Research Initiatives , Start up fund guideline Conflict of Interest , Cost Sharing , Research Initiative account of Faculty, Award Control Policies, Cost sharing , Cost transfer Policies, Misconduct in Research Policies, Intellectual Property guideline Policies , BENCHMAR KING Benchmarking is under three broad function- setting up and operating business incubators, incubator functions, and evaluating incubator services and impacts - Benchmarking of Funding decisions (by external agents, or internalfunding allocations), Communications to stakeholders, Reports to Executive and Board, Accountability to government , Project or organizational management , employee motivation , Input to strategy, Monitoring impacts of innovation, investments in others (e. g. , government monitoring of accelerator performance or accelerators’ monitoring impact on supportedventures), Company selection of accelerator , Organizational learning (e. g. , best practices) SEASONAL MONITORIN in comes G generally DEVIATION CHECKING Putting the sequence of jobs under performance matrix and analysis and evaluating them in real time. Classified into two types non financial matrix and financial matrix. Under non financial matrix comes , learning insights, progress matrix, patent application, Participation Rate , Hypothesis Tested No of Idea generated , Media references gathered are all under seasonal monitoring performance indicator. Under financial performance matrix which rate of return, Earned value Analysis, Innovation Revenue as a percentage of total innovation. With maturity revenue growth is important. Stage gates are important for seasonal monitoring. Risk Management Matrix is way to check deviations from the set standards of performance by the entities of the system. Deviations can be categorized as Incidents, Minor or Major deviation from standards , and critical or sudden deviation. Event detection of the deviation, Making decision on the deviation, categorizing the deviation and studying the impact of the deviation , Treating the deviation and going to the root cause of deviation should be analyzed followed by the corrective and preventive action taken for the deviation to check the same.

CREATION OF STEERING COMMITTEE , OPERATIONAL TEAMS AND BUSINESS TEAMS STEERING COMMITTEE An advisory committee usually made up of high-level stakeholders and/or experts who provide guidance on key issues such as company policy and objectives, budgetary control, marketing strategy, resource allocation, and decisions involving large expenditures. Members are generally Top Management of DTF-AICRA Innovation lab CEO The Steering Committee corporate governance. . forms the OPERATIONAL TEAM BUSINESS TEAM Will Consist of the CEO, The Research and Business Analyst , Students , Faculties, Mentors, and Corporate Support Staffs along with Corporate Sponsors. Will Consist of the CEO, The Infrastructure Partner Head and the Nominee from the Steering Committee of DTF-AICRA

Business Transformation, Business Continuity and Business Sustainability within the Collaborative Framework Business Continuity Business Transformation The collaborative framework will lead to customer experience , disruptive product and services. The collaboration will lead to automation, standardization and global sourcing mentorship and process to become more agile , responsive to change and demands of the customers and better be able to increase and sustain profitability. It will also lead to new business opportunities and operational efficiencies. A Business Continuity Management System is an important pillar of an integrated business resiliency program, which includes Enterprise Risk Management, Emergency Management, Incident Management and Disaster Recovery, that protects the innovation lab's core business of delivering innovations and protects an institution's most valuable assets: people, infrastructure, . information and reputation The collaborative framework delivers a best-practice set of deliverables designed to maintain continuous operations through the discipline of Business Continuity Management. The project deliverables can be used by all members to identify threats, assess their impact to the innovations and administrative processes and build response plans across their entire operations. Business Sustainability With the integration of collaborative activities and processes for managing strategic networks and partnerships organized into a model capable of delivering value to the company innovation strategy and emphasizes the sustainability of Innovation System and seek ways to strengthen innovation networks. The collaboration is quite robust and well founded, but needs to broaden its scope with regard to the construction of integrated tools and platforms for interaction with the external and internal interfaces in facilitating and organizing processes communication and knowledge management, still, the generation of opportunities for connection between the network of innovation partners to each other, increasing opportunities to bring providers and universities also seeking public support for research of interest to the innovation lab remain as points of leverage in the business sustainability.

Business Exits, Relationship Transfer and Operational Closures Business Exits Operational Closures Relationship Transfer • Determining the value of GIC business and what the financial ramifications are of selling or leaving the business in general. • As an exit strategy, it can be simply offer to sell the business to the collaborator the other half of the business. • It can also offer to bring in a third party. and sell that third party your half of the venture. • If the collaborator is not interested in moving on without us then we may opt to close your business as an exit strategy and support each other as you move to achieve other professional goals. • Closure is the term used to refer to the actions necessary when it is no longer necessary or possible for a business to operate. • Closure may be the result of a bankruptcy, • As a result of a business being purchased by another organization (or a competitor) and shut down as superfluous, or because it is the non-surviving entity in a corporate merger. • A closure may occur because the purpose for which the organization was created is no longer necessary.

H: NEXT STEP • Other key area of Initiation

AREA OF INTEREST ALIGNED WITH GIC BY DTF We would like to understand the current summer training internship formats and structure and like to revamp the same by taking students to more definitive , and viable internships across the country for a definitive future placement and career growth To understand the strength and backbone support of the IT Lab, If the University is keen to explore a Analytics Outsourcing Working from the Same in the evening time (Asset Monetization during the Unused timings) 06 05 To develop and overhaul the complete plan and strategic roadmap of the Institution in association with the institution. 02 Ready to bring some Int. Manufacturing Brands who will put up their Design Center of Excellence within the College Campus. 03 Possibility of Asset Monetization within the Campus Premises of the University through Introduction of Corporate Brands 04 Interactive sessions with the Current Batches on a Phase-wise basis to understand their Capabilities, Deficiencies, Advantages and Development Possibilities. Presenting the Consulting Assignments and Opportunities from DTF and AICRA on Community Healthcare, Community Pharmacies AND OTHER PROJECTS to the Consulting Team of the University • Exploring the Possibilities of facilitating the Soft Skill Partnership of DTF & AICRA to the University and introducing the Faculty Training on Foreign Universities 01 Evaluation of the course curriculum to be sent from the University and possible suggestion/inputs from DTFAICRA to include few key topics or propose sessions of interest to DTFAICRA by faculties from DTF-AICRA or their Allied Partners. This would help us in aligning few students towards our formats of working methodologies and help us in recruiting those few set of people at the end of the course.

COLLABORATIVE RELATIONSHIP DTF & AICRA THANK YOU