Welcome to Built on Brains Learn from the Global Innovation Leaders Innovation and Patenting
Welcome to Built on Brains, the ultimate destination for Business and Innnovation leaders seeking to unlock the full potential of their innovations through R&D and Patenting.
Get MoreInside the Mind of Innovator Firoz Siddiqui
Inside the Mind of Innovator Firoz Siddiqui
Introduction
Mr. Firoz Siddiqui is an inventor currently working as Senior Manager of Innovations and IPR at Magna. Throughout his professional career, he has worked with industry giants like Faurecia, Mahindra, Tata, and Bri Innovations. He has 22 years of experience, with 82 unique patents to his name and over 167 global patents.
We would like to extend our deepest gratitude to Mr. Firoz Siddiqui for joining our podcast, where he helped the audience learn new insights, uncover new chapters of innovation, and develop strategies accordingly.
When asked about his journey as an innovator, Mr. Firoz recalls his childhood days and states that he has always had a curious mind. He shares that his father always inspired him to create mini projects, providing him with tools and other resources. This ultimately benefited him during his college years, when he participated in numerous research-based projects at the National Institute of Engineering, Mysore. He pursued industrial production engineering and remembered how his college life fueled the innovator in him that he is today.
Out of six projects that he did in college, one was the ‘Pari Parking System.’ Most of you must have known this as a multi-level car parking system. Surprisingly enough, Mr. Firoz built this parking system in his own garage first. This project was the one that helped him crack his college interview and get into Infosys within 10 minutes.
He adds that when he joined Tata Motors, he transitioned to hardcore R&D and worked on the ‘Winger’ project, which aimed to fully indigenize a French vehicle, approximately 22-23 years ago.
Mr. Firoz advises innovators to consider two key factors when developing a prototype or conducting research and development. Firstly, it’s important to remember that you might not be the first to create something; always establish a benchmark. Second, he emphasizes limiting the scope of the invention; he humorously gives examples that “ if you are designing a car dashboard, stick to the dashboard and not go ahead with the seats or tyre system”
Mr. Firoz Siddiqui, could you share your experiences with patent offices and the process of filing patents for your inventions?
Mr. Firoz then answers, saying that it is a recurring event for him, where he and his team have worked hard on a product, but the patent office has rejected the claims.
Or sometimes it also happens that while conducting the patent search itself, he got to know that their product is not novel as people have worked on a similar one earlier. He recalls working on a cup holder, where he found out that people have already worked on a similar concept while conducting the public search.
Therefore, they had to drop it and move to the next one. Mr. Firoz mentioned something that our readers and aspiring innovators should abide by: “Disappointment is part of innovation.”.
Mr. Firoz Siddiqui, could you share the key challenges you faced at the beginning of your innovation career?”
Mr. Firoz’s answer to this question is Twofold:
1. Management and Financial Issue: He says that the R & D is the most expensive affair for any organization. And to convince the management and financial controllers about this expenditure was a task for the whole team.
2. Balance Team: He says that in this innovation industry it is really important to have a balanced team. A team that is optimistic and willing to take up more challenges on a day-to-day basis. He also adds that a team is not just limited to the people in R & D, but it includes intellect of the suppliers, IPR experts, proto developers.
Mr. Firoz, based on your personal experience, what advice would you give on how to rise up again when projects don’t go according to plan?
Mr. Firoz explains that in the past, 5 out of 10 projects were unsuccessful. However, modern tools have transformed the innovation landscape. With the help of these tools, they can decide if a particular project is going to work in practicality or not. He also recalls that earlier this was not the case; they had faced many failures, but not the one that stopped him and his team from moving ahead. As quoted earlier, “Disappointment is the part of innovation.” If one project fails, move on to the other one. He emphasized the importance of trying in this modern world; if inventors hadn’t made enough efforts, we would still be making candles, just like in the past.
Mr. Firoz, how do you manage to inspire and motivate your team in the field of innovation, where the rate of failure is as high as the rate of success?
Mr. Firoz emphasized the importance of addressing this challenge. He says that setting small, achievable targets and holding regular meetings helps the team manage their workload and stay motivated. He also highlights the importance of dividing tasks among team members to ensure a smooth R&D workflow.
Mr. Firoz has divided his team into two groups: one consists of creatives, thinkers, and problem-solvers, while the other focuses on testing, regulation, and production. He suggests that keeping these two team’s separate helps yield the best results from both worlds.
Mr. Suneet asked our guest, Mr. Firoz, how he aligns R&D with the company’s vision.
Mr. Firoz answered by emphasizing the importance of profits earned through repeat customers and a strong market reputation. He mentioned four key factors that help innovators align their R&D with the company’s overall vision: quality assurance, revenue versus expense consciousness, stakeholder and investor scrutiny, and, lastly, the brand name. He highlighted that innovation plays the biggest role in building a brand. As an example, he cited Apple, where customers are always excited about the launch of a new iPhone. All these factors help innovators stay aligned with the company’s vision.
Mr. Suneet asks our guest, Mr. Firoz, what he thinks about India’s innovation status.
Mr. Firoz replies by saying that India is far ahead of many countries when it comes to innovation, but the reason this isn’t widely known is because we, as Indians, do not market ourselves well. Someone might be developing the next-generation AI phone in your neighbourhood, but you wouldn’t hear about it unless the prototype makes it to the news.
Mr. Suneet then asks why this is the case, and whether Mr. Firoz feels that an inferiority complex keeps us grounded.
Mr. Firoz responds that while earlier, Indians believed in ‘Jugaad,’ this is no longer the case. He suggests that India could follow China’s model of promoting innovation on international platforms. He also emphasizes the power of social media platforms like YouTube, Instagram, and Facebook to reach billions of people.
What are Chinese companies doing differently from Indian companies in terms of innovation?
Mr. Firoz responds by explaining that China initially lacked the necessary knowledge and expertise but overcame this by hiring talented minds from Western countries. This approach contrasts with India’s, where innovation is primarily driven by collaboration. He further compares this to countries like Dubai and Sharjah in Saudi Arabia, which invite experts to generate and develop new ideas, focusing on providing consumers with the best possible experience.
Additionally, he points out that the Chinese government offers subsidies for patent filings, while India’s patent system remains outdated, with a lengthy and time-consuming process that poses challenges for innovators.
How do you see the integration of AI in innovation and the mechanical engineering industry?
Mr. Firoz responds by explaining that current AI tools, such as ChatGPT, Eleven Labs, and image generators, are useful aids in innovation. However, he emphasizes that AI itself does not generate original concepts but rather assists in the process of conceptualization. To summarize, he states, “We use AI for innovation; AI is not the innovation.”
He also cautions the audience, advising them to never fully trust AI tools and to avoid sharing their intellectual property with such platforms.
Where do you see the biggest opportunity for innovation in next 5 years?
Mr. Firoz says that he definitely sees biggest opportunity in automotive industry as the customer is demanding more. He compare it with the Chinese vehicle, where the vehicles are high-tech, the consumers make a mental map of the same and asks for the same features whilst looking for their vehicle. He adds that the aspirational value has increased and now people are able to afford that kind of features. Further he adds a few more industry like Gaming and energy.
Can you share a memorable moment in your career where innovation had a major impact on your life?
Mr. Firoz responds by sharing an experience from the COVID-19 pandemic, during which his team developed two containers and a hook, sourcing materials from across the country. Remarkably, the innovation received no negative feedback. He adds that even a small innovation can have a significant impact, though you may not realize its value until it’s out in the market.
He also recalls attending meetings for the development of the famous TATA Nano car, where he contributed numerous drawings and sketches. In conclusion, he emphasizes that innovation isn’t about making money—it’s about the positive impact it has on people’s lives.
Do you have an innovation theory of your own? If so, could you share it with our audience?
Mr. Firoz introduces what he calls the “Dumbbell Theory.” He explains that just as a dumbbell has equal weights on both ends, innovation works similarly. One side of the dumbbell represents the concept, research, benchmarking, patent search, patenting, and other development stages. The other side represents production, quality control, assembly, regulation, repeatability and other management departments.
When the innovation is small, the management can focus less on the production side. However, as the innovation grows larger, the management must provide stronger support, both financially and in terms of time, to balance the process effectively.
How do you decide upon the right time for patenting?
Mr. Firoz answers the question by explaining the drawbacks of initiating the patenting process too early or at the final stage when the product is fully developed. He suggests that the right time to move forward with patenting is when you begin involving third parties in the innovations. This is when you have a clear model ready, indicating that this will be the final product. He explains that during the innovation process, the final product can sometimes differ from what the team initially envisioned. Conversely, if you wait until the final stage, there’s a risk that a similar product may already exist and have been patented. Therefore, once the innovation team has a finalized plan and starts reaching out to third parties, such as vendors and prototype developers, that is the cue to proceed with patenting.
He further warns innovation teams and leaders to be very careful when it comes to patenting. A thorough patent search is essential to avoid incurring penalties or facing infringement cases in the future, which would automatically result in financial losses for the company.
How do companies decide which countries to apply for patents for their innovations?
Mr. Firoz emphasizes the importance of selecting the right countries for patent applications. He states that a patent should be applied for in all the countries where the product has been developed through multiple manufacturing hubs, exported, or where a company aspires to become a global brand. Stakeholders expect the company to have its R&D in place with solid backing.
How does a patenting team add value to innovation?
Mr. Firoz, while emphasizing the importance of having both an in-house and external patent consultancy team, states that a company involved in innovation must have an in-house patenting team as well as an external one. He explains that the advantage of having a patenting team is that from the very beginning of an idea, you can understand the overall concept, what already exists in the market, and what does not. Most importantly, the patenting team can explain the mechanism behind any idea as well.
He concludes that consulting a patenting team from the inception of the idea is crucial. The first step should be to consult the patenting team, and this should also be the final step. The patenting team helps define the idea, collects data from existing innovations or patents, and then presents a proposal to the management.
What advice would you give to our audience who are looking to make a breakthrough in the innovation industry?
• Have a Set Timeline: He emphasizes the importance of having a timeline for each project. One cannot spend all their time focused on just one innovation; if no outcomes seem to arise from a particular project, the team must move on to other opportunities.
• Control the Team: For an innovation leader, it is crucial to manage the team effectively. He suggests dividing the team into a creative group and a group of critical thinkers who can provide warnings about potential issues and keep the team aware of things that could go wrong.
• Be Frugal About Innovation: Advertising the product before it is fully developed is vital for leaders. Key features must be explained and marketed to third parties, such as prototype developers, management, and vendors, to convince them that this particular innovation will be novel and unique.
What, in your opinion, is the required skill set for a person to be suitable for an innovation team?
• Emotional Quotient: A high emotional quotient is essential for navigating the challenges and dynamics within the innovation team.
• Patience: Patience is required at each step in the innovation process; therefore, an impatient person may not be well-suited for the innovation team.
• Cross-Learning from Other Industries: In the field of innovation, knowledge should not be restricted to one industry. It is important to develop an interest in other fields and sciences to foster creativity and new ideas.
• Acknowledging and Respecting Others’ Opinions: A leader should always be open to ideas from team members, whether they are juniors or seniors. Encouraging open communication helps everyone feel valued. When someone has special knowledge, the leader should recognize and use that insight. Listening to different viewpoints helps leaders make better decisions and find new solutions. In the end, valuing everyone’s opinions makes the team stronger and boosts innovation.
What insights or advice would you give to aspiring inventors and startups developing new products?
Mr. Firoz emphasizes that protecting your product or idea is essential before presenting it to any investor. This can be achieved by filing a provisional patent application as an initial step.
Secondly, effectively showcasing your innovation is vital. Aspiring inventors and startups need to prepare a strong presentation to capture the interest of stakeholders and investors. Being well-prepared with background information is crucial at this stage, as is finding common conversation starters and building rapport.
Lastly, the inventor must be open to change and modifications based on investor feedback. Dismissing their suggestions outright can be detrimental to the inventor’s success.
What do you prefer for inventors or startups: investors or collaborations for their innovations
Mr. Firoz prefers investors, as he believes that securing collaborations can be a challenging task, while finding investors is generally easier. Additionally, an investor who is involved in various businesses or startups can provide a beneficial network for inventors and their innovations.
He advises having faith in your innovation; if it is strong enough, large companies will seek you out for collaborations without you needing to pursue them actively.
He further emphasizes the importance of networking, saying, “KAAL KARE SO AAJ KAR, AAJ KARE SO AB, CUBICLE ME BETHE RAHGE TOH NETWORKING KAREGA KAB?” This means that if you keep waiting or stay confined to your cubicle, you’ll miss out on valuable networking opportunities.
He stresses that networking is crucial in the innovation industry.
Hierarchy doesn’t matter; building a good rapport can lead to better opportunities. He mentions a second type of networking: the “forgotten” or “extended” networking. This involves remembering certain individuals who may not be in your immediate circle but can provide valuable support throughout your career. He emphasizes that networking with people at every stage of innovation is crucial, as it builds connections within the innovation industry and can lead to unexpected assistance and opportunities.