Ms. Varna Murali and Dr. Allan Thomas, Kerala- KAU.pptx
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CHANGE MANAGEMENT VIS-À-VIS AGRICULTURAL INNOVATIONS Ms. Varna Murali, Ph.D. Scholar, Department of Agricultural Extension Education, KAU Dr. Allan Thomas, Professor & Head, Department of Agricultural Extension Education, KAU. Agriculture provides us with healthy, safe, and nutritious food, but present production risks and challenges to global food systems such as depleting and harming the natural resources, climate change and growing world population should be addressed. Innovation lets us do more and better with less. Innovation in agriculture sector help us to adapt to these challenges. Resistance is an inevitable response to any change as individual’s initial reaction is to defend the status quo when they feel their security is threatened. People do not oppose change; rather, they oppose the prospective consequences of change based on their perception. self interest, different assessments, lack of understanding and low tolerance for change as the four most common causes for resisting change. When people face unwanted change, they experience the denial, anger, despair, and acceptance (DADA) syndrome. It represents the broad emotional cycle that people often experience when accepting unpleasant change, from denial to eventual acceptance of its reality. For an innovation to be accepted and adopted by farmers, it should have some characteristics. They are relative advantage, compatibility, complexity, trialability, observability and predictability We should not be averse of changes, and we need to embrace innovation, or else, Kerala will lag and become far behind other states with reference to agricultural development.
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- 1. 1 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala Ms. Varna Murali, Ph.D. Scholar, KAU Dr. Allan Thomas, Professor, KAU- Kerala
- 2. 2 “When the rate of change on the outside exceeds the rate of change on the inside, the end is near.” Jack Welch, the former chairman and CEO of General Electric Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 3. Change management vis-à-vis Agricultural Innovations Varna Murali 2021-21-011 Dept. of Agricultural Extension 3 Dr. Allan Thomas Professor & Chairman Kerala Agricultural University Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 4. CONTENTS Change Change Management Change Management Process Innovation Types of Innovation Case study 4 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 5. Change 5 Change is a general transition of something or phase to another state condition. - Öztürk, 2016 Implies movement towards a goal, an idealized state, or vision of what should be and movement away from present conditions, beliefs, or attitudes. - Zaballero and Yeonsoo, 2012 A never ending process of readjustment and adaptation, as an individual responds behaviorally to ever changing circumstances. - Farmer, 2013 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 6. 6 Pressures for change Aspirations Life-cycle Forces Growing International Interdependence Changes in Demographics Shifting Political Dynamics Changes in Societal Values Introduction or Removal of Government Regulations Technological Advances Aspirations Technological Advances Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 7. Change Management Process 7 1 2 5 4 3 Recognizing the need for change Impact analysis Preparing and planning Implement change Sustaining change (Haye, 2010) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 8. Change Management Process- ADKAR Model 8 Awareness of the need for change Desire to support and participate in the change Knowledge of how to change Ability to implement the change Reinforcement to sustain the change (Hiatt, 2006) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 9. Resistance to Change 9 Effort to block new ways of doing things Lack of understanding Different assessments Self-interest Low tolerance for change (Kotter and Schlesinger, 1979) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 10. Response to Change 10 (Kubler-Ross, 1969) DADA Syndrome D A D A Depression Acceptance Denial Anger Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 11. 11 Change Innovation Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 12. 12 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 13. The Innovation An idea, practice or object that is perceived as new by an individual or other unit of adoption Innovation An idea, practice or object that is perceived as new by an individual or other unit of adoption Invention An invention is an idea, a sketch or model of a new or improved device, product, process or system 13 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 14. INNOVATION 14 Innovation is the multi-stage process whereby organizations transform ideas into new/improved products, service or processes, in order to advance, compete and differentiate themselves successfully in their marketplace. - Baregheh et al., 2009 Innovation is a process of putting existing or new products, processes, and ways of organization into use – FAO, 2022 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 15. 1798 The world population would exceed its food supply by the late 20th century (Essay on the Principle of Population, 1798) 15 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 16. 16 PRIMARY CROP PRODUCTION 2000 2020 9.3 Billion Tonnes AROUND + 52% (FAO, 2022) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 17. World Population Forecast 17 Year (July 1) Population Yearly % Change Yearly Change Median Age Fertility Rate Density (P/Km²) 2020 7,794,798,739 1.10% 83,000,320 31 2.47 52 2025 8,184,437,460 0.98% 77,927,744 32 2.54 55 2030 8,548,487,400 0.87% 72,809,988 33 2.62 57 2035 8,887,524,213 0.78% 67,807,363 34 2.7 60 2040 9,198,847,240 0.69% 62,264,605 35 2.77 62 2045 9,481,803,274 0.61% 56,591,207 35 2.85 64 2050 9,735,033,990 0.53% 50,646,143 36 2.95 65 Source: Worldometer (www.Worldometers.info) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 18. 18 "Innovation is critical. We’re not going to meet our food security, nutrition, or climate goals if we don't pay attention to food and agriculture innovation.” - Ryan Hobert Managing Director of Climate and Environment, UN Foundation Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 19. 19 Innovation Products Methods Services Process Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 20. 20 Products Pusa Decomposer Capsules Developed by ICAR- IARI Capsules contain fungal culture which is used for all types of crop wastes, kitchen wastes, garden waste & cow waste Hastens rate of decomposition Improves the fertility and productivity of the soil (Ministry of Environment, Forest and Climate Change) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 21. 21 Process A process for the preparation of low cholesterol ghee Developed by ICAR- National Dairy Research Institute Low cholesterol ghee meets the standard physicochemical parameters as specified for ghee under FSSAI, 2011 and AGMARK rules. The process has been developed in such a way that the final product is prepared by heat clarification method and has a flavor comparable to that of regular desi ghee. Low cholesterol ghee may have good market potential at domestic as well as global level. Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 22. 22 Method In-situ Composting of Sugarcane Trashes Sugarcane is one of the important commercial crops in India. Sugarcane trashes - problem to the farmers, because of the cost of labour for its disposal. Farmers wish to compost in the field itself to reduce the cost Recycling of sugarcane crop residues In-situ sugarcane trash composting has increased the organic carbon- 0.42 to 0.45% available N- 317 to 331 kgha-1 available P - 14.5 to 16.1 kgha-1 available K -520 to 551 kgha-1. (Dhanushkodi et al., 2021) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 23. 23 Service • Introduced in 2014 – as part of Sub Mission on Agricultural Mechanization (SMAM) • Facilitate Entrepreneurs to establish Custom Hiring Centre by providing 40% subsidy • Each CHC has a target to serve 10 hectares per day and 300 hectares in a season • Total no. of CHCs established in India – 78 117 (as of 31.03.2021) • No. of CHCs in Kerala – 641 (Mechanisation and Technology Division, Department of Agriculture) Custom Hiring Centers (CHC) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 24. 24 Characteristics of an innovation Relative Advantage Compatibility Trialability Observability Predictability Complexity (Rogers, 1995) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 25. TYPES OF INNOVATIONS 25 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 26. 26 Business model innovation Red ocean innovation Blue ocean innovation Sustainable innovation Frugal innovation Open source innovation Types of Innovations Reading references: Landry, B. 2020. Business Model Innovation: What It Is And Why It’s Important, Chan Kim, C. & Mauborgne, R – Red ocean vs blue ocean strategy, Ju Young, L. 2021. What is Sustainable Innovation?, Hossain, M. 2017. Mapping the frugal innovation phenomenon. Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 27. 27 Two-dimensional picture of innovation (Kalbach, 2012) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 28. 28 Types of Innovations Incremental Innovations Breakthrough Innovations Game-changing Innovations Disruptive Innovations Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 29. 29 Incremental Innovation • Most common • Improve the system that already exist • Make better, faster and cheaper • Existing product, process, service etc. • Improve competitiveness – current market Incremental innovation is a series of small improvements or upgrades made to existing products, services, processes or methods. Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 30. 30 Incremental Innovation Conventional Urea Neem coated urea Nano Urea Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 31. 31 Innovations in Crop Nutrient 1. IFCCO Nano Urea (Liquid) • Nano fertilizer approved by the Government of India and included in the Fertilizer Control Order (FCO). • It is developed and Patented by IFFCO. • Application of 1 bottle of Nano Urea can effectively replace at least 1 bag of Urea. • It has been tested on more than 90 crops across 11,000 locations in collaboration with ICAR- KVKs, Research Institutes, State Agriculture Universities and progressive farmers of India. Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 32. 32 2. Nutrition Stick • Developed by Dept. of Soil Science and Agricultural Chemistry, College of Agriculture, Padannakkad • One stick – constitute 11nutrients • N- 30%, P-10%, K- 10%, Ca- 10%, Mg- 10%, S- 20%, Fe- 1%, Mn- 2%, Zn- 3%, Cu- 2% & B- 2%. • Different sticks are developed for different vegetables • 2 Sticks are required per growbag during the crop period • Price- ₹ 3/ stick Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 33. 33 3. Multi Nutrient Tablets for Vegetables Nutrient Content Nitrogen- 14.0% Phosphorus- 8.0% Potassium- 5.5% Calcium- 4.5% Magnesium- 2.5% Sulphur- 4.0% Boron- 0.2% Zinc- 0.75% Recommendation for vegetables • Tomato, Brinjal, Bhindi, Chilli • Multi nutrient tablet @ 8 tablets/plant in two splits as basal and one month after planting Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 34. 34 Incremental Innovation Local Varieties High Yielding Varieties Bio-fortified Varieties CR Dhan 310 ( High protein (10.3%) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 35. 35 Breakthrough Innovations • A product or service to customers which (1) creates a new market or shifts an existing one and (2) creates superior sustainability outcomes. Breakthrough Innovation refers to large technological advances that propel an existing product or service ahead of competitors. Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 36. 36 Unmanned Aerial Vehicles (UAVs) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 37. 37 Various Drone Payloads and Their Applications Only able to capture the wavelengths of the visible spectrum. • Monitoring plants outer defects, greenness and growth • Calculating a range of vegetation indices • Creating high-resolution digital elevation models (DEMs) • Mapping vegetation height RGB Camera Multispectral Camera • Monitoring and mapping crop diseases and weeds • Estimating the vegetation state • Detecting nutrient deficiency • Mapping vegetation height Hyperspectral Camera • Distinguishing different plant species with similar spectral signatures • Identifying plant biochemical composition • Quantifying soil vegetation • Calculating chemical attributes Infrared radiation to form a heat zone image, operating at wavelengths of ~14,000 nm • Evaluating water stress and assessing irrigation uniformity • Calculating vegetation indices • Calculating chemical attributes Thermal Camera (UNDP, 2021) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 38. 38 Uses laser beams to create a 3D representation of the surveyed environment • Creating high-resolution digital surface models of terrain and elevation • Measuring canopy heights, coverage, tree density, location and height of individual trees Includes inertial navigation systems, GPS, magnetometer • Finding the physical location of the UAV • Measuring and detecting quantities of various chemical agents • Identifying various forms of microorganisms • Measuring weather-related indicators such as wind speed, temperature and humidity • System consisting of pumps and sprinklers for spraying chemical inputs Lidar (Light Detection and Ranging) Position Sensors Chemical Sensors Spraying System or Similar payloads Meteorological Sensors Biological Sensors (UNDP, 2021) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 39. 39 The Hindu, September 28, 2021 The Hindu, September 1, 2022 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 40. 40 (https://www.linkedin.com/in/sudheer-k-p-51995924/recent-activity/) Drone Technology workshop @ Agribusiness Incubator, Kerala Agricultural University Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 41. 41 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 42. 42 Game-changing innovation Game-changing innovation transform markets and even society. These innovations have a radical impact on how humans act, think and feel in some way. Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 43. 43 Combine Harvester • Resolve the growing problem of finding sufficient and experienced labor for farm work. • Combine harvesters can get more work done, more efficiently • The harvester cuts paddy shoots, separating the grains and disposing of the hay. • Provides better grain yield at comparatively lower costs. • Combines can be also used on different terrains, dry as well as wet. The Hindu, 12 October 2018 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 44. 44 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 45. 45 Disruptive innovations (Bower and Christensen, 1995) Disruptive innovation is a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 46. Bt. Cotton Revolution in India 2000-01 Cotton production- 9.52 million bales Yield – 190 kg/ha 2020-21 Production- 35.38 million bales Yield – 462 kg/ha Area under Bt. Cotton 2002-03- 0.29 lakh ha 2019-20 – 117.47 lakh ha (93.35 % of total area under cotton) 46 0 100 200 300 400 500 600 0 5 10 15 20 25 30 35 40 1950-51 1953-54 1956-57 1959-60 1962-63 1965-66 1968-69 1971-72 1974-75 1977-78 1980-81 1983-84 1986-87 1989-90 1992-93 1995-96 1998-99 2001-02 2004-05 2007-08 2010-11 2013-14 2016-17 2019-20 KG/HA MILLION BALES Production Yield Source: Agricultural Statistics at a Glance2021, GoI 2022 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 47. Mechanization of ploughing 47 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 48. How these innovations leads to change? Rice mill Climate Resilient Varieties Drip Irrigation 48
- 49. 49 How a Mobile Rice Mill Transformed the Life of Villagers in Maharashtra??? Khandbara, Maharashtra Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 50. 50 Dr Hegdewar Seva Samithi, an NGO (KVK) Khandbara and 8 villages are benefitted ₹ 12/Kg ₹ 35/ Kg (Raja, 2017) Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 51. Impact of climate resilient varieties on crop productivity in NICRA village – Sonune and Mane, 2018 ● The impact of climate resilient varieties of crops was studied by KVK, Jalna during 2015- 16 and 2016-17 in NICRA village ● Yield increase in Pigeon pea -75.23% due to introduction of short duration variety BDN-711 under protective irrigation. ● The heat tolerant wheat variety Netravati (NIAW-1415) in Rabi season contributed 27 per cent higher yield over local check variety Lok-1. ● Rabi Sorghum variety Parbhani Moti and Digvijay variety of Bengal Gram contributed 91 per cent and 30 per cent yield increase respectively. 51 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 52. An assessment of the economic impact of drip irrigation in vegetable production in India- Narayanamoorthy et al., 2018 ● Study area- Tamil Nadu ● Assessed techno-economic potential of drip irrigation in brinjal ● The study found that ○ Savings in water – 40% ○ Electricity - 629 kwh/acre, ○ The drip irrigation reduces use of other inputs, e.g., fertilizers - 31% ○ Enhances crop yield- 52% ● On the whole, its application in brinjal results in 54% higher net returns 52 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 53. Conclusion 53 “When the rate of change on the outside exceeds the rate of change on the inside, the end is near.” Jack Welch, the former chairman and CEO of General Electric Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
- 54. THANK YOU 54 Ms. Varna Murali, Ph.D. Scholar, KAU and Dr. Allan Thomas, Professor, KAU- Kerala
Editor's Notes
- It reflects that… Change is imminent…. Also the importance of innovations.
- Let us understand what is change?
- Gaps between what an individual, unit, wants to achieve and what it is actually achieving. • Three important factors in the role of aspirations •Past aspirations •Past performance •Comparison with others. Life cycle forces- Natural and predictable pressures that build as growth happens and that must be addressed if the enterprise or organizationl or social unit is to continue to grow.
- Recognizing the need for change and starting the process by analysing the reason and need for change. 2. Diagnosis by reviewing the actual state and designing a possible future, creating the urgency and the expectation on the people of the society. 3. Preparing and planning for implementation by creating the timing, the management plan and the team of leading members. 4. Implementing and reviewing by taking the steps to lead to the change and review the outcomes. 5. Sustaining, which can be seen as the refreezing model of Lewin where the new changes are established .
- Why do some changes fail while others succeed? Success is not simply because inadequate communication or not to be found in excellent change management alone or even the best innovation. Successful change at its core, is rooted in something much simpler: How to facilitate change with one person. The ADKAR model by Hiatt presented here is a framework for understanding change at an individual level. This model can be extended to show how communities can increase likelihood that their changes are implemented successfully. It has 5 elements and all 5 elements must be in place for a change to be realized. Awareness represents a person's understanding of the nature of the change, why the change is being made and the risk of not changing. Awareness also includes information about the internal and external drivers that created the need for change, as well as "what's in it for me." Desire represents the willingness to support and engage in a change. Desire is ultimately about personal choice, influenced by the nature of the change, by an individual's personal situation, as well as intrinsic motivators that are unique to each person. Knowledge represents the information, training and education necessary to know how to change. Knowledge includes information about behaviors, processes, tools, systems, skills, job roles and techniques that are needed to implement a change. Ability represents the realization or execution of the change. Ability is turning knowledge into action. Ability is achieved when a person or group has the demonstrated capability to implement the change at the required performance levels. Reinforcement represents those internal and external factors that sustain a change. External reinforcements could include recognition, rewards and celebrations that are tied to the realization of the change. Internal reinforcements could be a person's internal satisfaction with his or her achievement or other benefits derived from the change on a personal level.
- Some people during or after implementation of the change may not be satisfied due to some reason and they may be creating some problem for change management. Individuals are naturally content with the status quo; few people really want to go through the pain of learning new things simply because it’s easier to stick with what is known. In 1979, Kotter and Schlesinger described the four most common causes for resisting change. All of these causes essentially fall under the individual's psychological, sociological and contextual barriers self-interest: People are self-serving and mainly focused by their needs. If they feel that change will not benefit them they will resist it. when people feel the change is not necessary or that there are better solutions than the proposed one, they will resist it; sometime they may also outright disagree with the reason behind the change. people may not fully understand the needs for the change due to lack of communication. When their questions are unanswered, it creates a sense of fear, stress and mistrust which leads to resistance. Low tolerance for change: people have varying limitation to accepting and adapting to change due to their individual attitudes and behaviour. Some adapt to change quickly whilst others can take a long time. Sometimes people with low level of confidence will take more time to accept change as they fear that they do not have skills required to take on the new responsibilities. Resistance is an inevitable response to any change as individual’s initial reaction is to defend the status quo when they feel their security is threatened. People do not resist change, they resist the potential outcomes that change can cause to them based on their perception. The resistance to change can have significant effect on whether or not change gets accepted and implemented
- The denial, anger, depression, and acceptance (DADA) syndrome occurs when individuals face change that isn’t wanted. It describes the general pattern of emotions that individuals typically follow when accepting unwanted change, from a denial of its occurrence to a final acceptance of its reality. Denial – ignore possible or current change Anger – individuals facing unwanted change become angry about the change Depression – individuals experience emotional lows Acceptance – individuals embrace the reality of the situation and make the best of it
- So far we discussed about what is change why change is needed or the forces that leads to change. These changes can be as a result of innovation. We have discussed about various foces of change and to meet that change need innovation is essential. The change process is necessary in order to maximize the innovations and/or to adapt to new realities. Innovation and change are connected by a strong cause-effect relationships, change effects are in fact triggered by strategic action either structural, functional or conditioned by external factor which imply transforming or realigning of different assests, techniques and processes. It can be seen in various scales and definition, sometimes open to a large level of uncertainty to define when one category becomes the other or vice-versa.
- Inorder to do innovation management, we need to understand what is innovation.
- In 1798, economist Thomas Malthus predicted that the world would exceed its food supply by the late 20th century. While he was right to identify the challenges of feeding a growing population with a finite amount of land, in the last half a century agricultural production has tripled. So, how did this happen?
- The production of primary crops was 9.3 billion tonnes in 2020, 52% more than in 2000.
- World population has reached 8 billion people on November 15, 2022 according to the United Nations. World population is expected to reach 9 billion in the year 2037.
- Recently, scientists have developed the bio-decomposing technique, namely ‘Pusa decomposers,’ to convert stubble of crops into compost. The development comes amid the problem of pollution, which occurs in Delhi and many other parts of Northern India, which are covered in smoke during the winter months due to stubble burning. The pusa bio decomposer is a form of capsule prepared by extraction of fungi strains that help the paddy straw break down and decompose quicker than usual. This strain of fungi produces several essential enzymes which aid the entire degradation process. The bio decomposer is prepared with a mix of seven different fungi, which produce several digestive enzymes, including pectin, cellulose, and lignin
- Burning of sugarcane trash is a hazardous practice which has affected soil health, air, human health etc. leading to massive impact as well as monetary losses.
- It is important to leverage the existence of large agribusiness players in the farm mechanization space and create partnerships to help scale up these centres, both in terms of structure, scope and functioning. These CHCs could become the village level hubs for all types of technology related demonstrations and piloting and field testing of new innovation
- What do you feel the characteristics of an innovation should be? For an innovation to be accepted it should have some characteristics. Relative Advantage Better over existing- wrt... social prestige, convenience and satisfaction. Compatibility With existing values, past experiences, needs of potential adopters (and their social system). Complexity As difficult to understand and use. Trialability To be experimented with on a limited basis. Observability The results of an innovation are visible to others. Predictablilty The results of the innovation can be anticipated.
- A business model is a document or strategy which outlines how a business or organization delivers value to its customers. In its simplest form, a business model provides information about an organization’s target market, that market’s need, and the role that the business’s products or services will play in meeting those needs. The red ocean strategy aims to make your product survive in a market full of competitors. To beat the competition, companies try to differentiate their product from others. Conversely, in a blue ocean, the aim is not to beat competitors but to make them irrelevant. The strategy is to sail into uncharted waters and discover a new business where there’s little or no competition, no pricing pressure and a possibility of significant profits.
- Most commonly we differentiate between 4 levels of innovation depending if they open up new markets or when the technology is changing. Many of the innovations are distinguished between the two extremes, they view innovation on dichotomous scale. For instance, Michael Porter [20] talks about “continuous” and “discontinuous” technological changes; Tushman and Anderson [21] distinguish between “incremental” and “breakthrough” innovation; The y-axis indicates the degree of technological progress an innovation brings with it. Moving from low to high along this line indicates improving existing capabilities, services and products. The x-axis shows the impact an innovation has on the market, also from low to high. This usually entails new business models or reaching underserved target groups
- Gillette
- The ICAR-National Rice Research Institute, Cuttack has developed a high protein rice variety CR Dhan 310 with an average 10.3% protein in milled rice, by improving the popular high yielding variety Naveen. It is released for the states of Odisha, UP and MP.
- These technologies originate on the supply side of supply chain. Conventional wisdom says ‒ listen to the market, but breakthroughs come from labs that do not have what the customer wants. These technologies are then pushed onto the consumer. These technologies are then pushed onto the consumer. For example, Tim Berners-Lee, a software engineer, created a network of interconnected computers to share and distribute information easily and cheap in 1980. This network developed into the Internet. Berners-Lee never thought about what customers wanted when he created his network. But in reality to get a market we need to grasp it with what customers need. We should educate farmers about usefulness of the technology.
- drones are used in multiple stages of the crop growth cycle— from soil analysis, seed sowing or crop spraying to deciding the right moment for harvesting. They serve two broad uses: sensing and labour reduction. When equipped with cameras and sensors, drones enable real-time aerial monitoring and provide a bird’s eye view of the farm. Drone payloads, like spraying systems, can reduce the physical labour involved in farm activities such as scouting and applying fertilisers, pesticides and herbicides. tide over the shortage of trained workers, says Allan Thomas, head, KVK. It has also been envisaged to enhance precise farming techniques to maximise production even in small and medium landholdings, Dr. Thomas says.
- Reduction of dependency on skilled farm workers. Enables rearing of larger herd strength. 3-4 times faster than hand milking. Increase in the milk yield. Increase in the quality of milk. Reduces stress throughout the lactation by creating good milking routines.
- Harvesting season is one of the most crucial times in the farming operations for farmers who cultivate grain crops on their farms, as the quality of harvesting determines the success of all their hard work. From cutting to sifting grains from chaff, it takes time, and doing it by hand can take days. The essential task is to collect grains without altering their quality, which must be done with extreme caution.
- Tree Transplanting
- All Bt cotton plants contain one or more foreign genes derived from the soil-dwelling bacterium, Bacillus thuringiensis; thus, they are transgenic plants
- Khandbara is a village in the Nandurbar district of Maharashtra, close to the Maharashtra – Gujarat border. An agrarian village, the primary product of the village is paddy, and for years, the villagers were selling unprocessed paddy to traders and millers. This was because there was no rice mill in the Khandbara village. The residents of the village had to travel at least 35 km to get the paddy cleaned. The economics of transporting the paddy to get it cleaned was clearly not attractive, and farmers had little choice but to sell unprocessed paddy at lower rates.
- In 2010, an initiative to increase the farmers’ income was being explored by Dr Hegdewar Seva Samithi, an NGO, through its agriculture-focused arm – Krishi Vigyan Kendra (KVK). With an outlay of Rs 1 Lakh, the KVK approached Padgilwar Corporation – a farm equipment manufacturer that has been working with small farmers in Maharashtra for over 60 years. Padgilwar Corporation successfully innovated a small-scale rice mill that can be transported easily from village to village, and run on basic electricity. Instead of buying the mill outright for itself, the KVK and PagdilwarAgro Industries decided to give the machine on rent to an unemployed villager’s family, and also trained them in its usage. It has proven itself to be a win-win situation for all the parties concerned. The villagers are now able to clean their paddy without leaving their village cluster, and able to realize Rs 35 per kg, instead of uncleaned paddy at Rs 12 per kg.
- All our discussions converges to a simple point, that there is no change without innovation and there is no innovation without change. Let me recall our first statement…We should not be averse of changes and we need to embrace innovation, or else, kerala will lag and become far behind other states with reference to agricultural development.