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Get MoreInside the Mind of Innovator Vinayak Chavan
Inside the Mind of Innovator Vinayak Chavan
Introduction
We’re thrilled to have Mr. Vinayak Chavan for this podcast. Currently serving as the Vice President of Engineering at Sigma Engineered Solutions, Mr. Chavan brings over 25 years of industry experience and holds numerous patents to his name. His expertise spans across innovation, marketing strategies, and product development.
Throughout his career, Mr. Chavan has earned several prestigious certifications, including Lean, Six Sigma, TRIZ, TPM, ISO, Design Thinking, Sustainability, Industry 4.0, and AI. He continues to stay ahead of the curve by focusing on the latest trends in technology, ensuring he remains at the forefront of today’s competitive landscape.
His journey—from education to becoming a prominent voice in engineering—has been filled with valuable lessons, challenges, and remarkable achievements.
Mr. Vinayak explains that his journey into innovation wasn’t a sudden leap but a gradual process where he built his foundation from the ground up. He started with a tool room, dedicating four years to learning the fundamentals of product design. During this time, he gained valuable hands-on experience working on the shop floor, which he considers a privilege as it gave him a deep understanding of how things truly work at the ground level.
He fondly remembers his first boss, Mr. Salil P. Joshi then the MD of EUROPA, who played a pivotal role in his development. Over the six years he worked under Mr. Joshi, he gained invaluable insights into costing, product development, and much more. Mr. Vinayak emphasizes that a product’s success and innovation must be measured from all angles, and these six years provided him with a wealth of knowledge and experience. His role was comprehensive, spanning from the initial stages of innovation to directly addressing customer concerns.
Building on this experience, Mr. Vinayak moved to Sigma Engineered Solutions, where he further refined his understanding of the layers involved in the product development process. Here, he not only honed his skills in crafting cutting-edge products but also stayed ahead of the competition by continuously striving to create innovations that could stand out in the global marketplace.
How do you approach innovation in your present job role ?
Mr. Vinayak explains that while numerous tools and models are available, each business is unique, and therefore, it’s essential to create tailored strategies and models to meet specific needs. His primary focus is on delivering value-added products that provide a sustainable cost proposition and create differentiation in the market. With this vision in mind, he and his team are dedicated to maximizing value in every product they develop.
He defines “value” as the ratio of all the positive features—such as aesthetics, usability, reliability, maintainability, and compliance—divided by the negatives, including factors like cost, weight, response time, and installation time.
Mr. Vinayak then discusses the Push-Pull Strategy they’ve developed. The Pull strategy focuses on gathering input from the marketing team, using customer feedback and market research to guide product development. On the other hand, the Push strategy anticipates customer needs, with the R&D team proactively developing solutions based on market trends and technological advancements. He emphasizes that balancing both strategies is crucial for creating the best products in the market. He cites the automobile and electronics industries as examples, where innovations often exceed consumer expectations—showcasing the Push strategy in action, as R&D teams educate consumers on the value of new features, they didn’t know they needed.
Further, Mr. Vinayak introduces their proprietary Matrix for evaluating innovations, which balances the Innovation Index with Business Viability:
• High Innovation Index, High Business Viability: These ideas take top priority.
• High Business Viability, Low Innovation Index: These are developed into patentable solutions.
• High Innovation Index, Low Business Viability: These are explored for future feasibility or protected now for later.
• Low Innovation Index, Low Business Viability: These are stored in an idea bank for future development.
He concludes by stressing that innovation is about solving real-world problems. His approach begins with understanding market needs, customer pain points, and emerging trends. He encourages his team to brainstorm and experiment, maintaining focus on the end goal. By adopting a structured framework that balances creativity with feasibility, every idea is carefully evaluated before advancing.
Success, he believes, lies in effectively integrating the Push and Pull strategies, leveraging the strengths of both R&D and marketing efforts to drive meaningful innovations.
Mr. Vinayak explains his concept of an “idea bank,” where team members can share their ideas, which are then classified using a priority matrix he previously mentioned. This matrix helps organize ideas into categories, making it easier to evaluate them during upcoming brainstorming sessions.
He emphasizes that, for him, true innovation is not simply about creating something novel or unique. Instead, it begins with customer-centric thinking. The main goal, he says, should always be to design products that genuinely address and simplify customers’ everyday challenges. Innovation, in his view, should be driven by real customer needs—not just the pursuit of a patentable product, but rather a solution that offers meaningful benefits in customers’ daily lives.
How do you decide where to invest your resources when developing a product?
Mr. Vinayak explains that resource allocation for product development at his company is a data-driven process guided by a matrix. This matrix helps determine which projects should take priority by analyzing data on market potential, customer feedback, and alignment with long-term goals. By evaluating each project’s fit with core competencies and its ability to address real market needs, they can focus on the most impactful ideas.
He also highlights three key aspects of product development: the technical, commercial, and legal elements. These areas are closely linked. For example, adding a new technical feature can impact the commercial strategy by increasing the product’s appeal, but it may also bring up legal considerations, particularly concerning patent rights and freedom to operate. This holistic approach ensures that every new feature or adjustment is carefully considered across all dimensions to make informed, strategic resource investments.
Can you explain how you’ve implemented the TRIZ method at Sigma Engineered Solutions?
Mr. Vinayak explains that Sigma Engineered Solutions has incorporated the TRIZ method, a structured approach for solving complex engineering and innovation challenges, into its product development. TRIZ, which stands for “Theory of Inventive Problem Solving,” was developed by Soviet engineer Genrich Altshuller in 1946. By analyzing thousands of patents, Altshuller identified 40 inventive principles that offer strategies for addressing engineering contradictions without compromising on functionality.
According to Mr. Vinayak, these principles serve as a framework for engineers and innovators to explore solutions that balance technical, functional, and cost requirements effectively. He points out that by using TRIZ, Sigma can evaluate multiple solutions to a problem more quickly and arrive at optimized designs. This method has become integral to their product development process, ensuring a faster and more efficient innovation cycle that leads to enhanced product quality and design optimization.
When asked about the initial challenges he encountered while leading innovation, Mr. Vinayak begins by highlighting the importance of management’s commitment to fostering a culture of innovation. He explains that innovation thrives only when leadership is willing to take risks, back new ideas, and invest resources. Without a supportive, risk-taking approach from management, it becomes difficult to drive meaningful progress.
To make his point, he uses the example of the iconic movie Sholay. The film initially flopped, partly because distributors were hesitant to take on a movie where the hero dies in the end. But after the ending was reimagined, Sholay became a massive hit. Mr. Vinayak sees innovation similarly: it’s often a long-term investment that requires patience before results can truly shine, sometimes taking time for consumers to recognize and appreciate its value.
He also points out the unpredictable nature of innovation. Unlike regular processes, breakthroughs can come at any time—during work, while relaxing, or even in unexpected moments. This spontaneity means that a structured timeline often doesn’t work for innovation, making flexibility essential.
Finally, Mr. Vinayak emphasizes the role of a dedicated team that’s deeply aligned with the organization’s mission. A strong innovation team should embody creativity not only on the job but in daily life, constantly curious and engaged. This innovative culture, he notes, is crucial for nurturing and sustaining a strong foundation for breakthrough ideas.
How do you celebrate the Failure at your organization?
Mr. Vinayak answers this question by explaining the team’s approach to failure and how they handle ideas that may not immediately seem promising. He shares that whenever an idea seems average or impractical, the team doesn’t reject it outright. This approach helps avoid discouraging the person who proposed it, which is essential for maintaining motivation.
He elaborates that brainstorming at their organization is a two-step process. In the first part, the team freely throws out ideas without focusing on technical details or feasibility. In the second part, they conduct a critical review by cross-questioning each idea. This dual approach lets them explore ideas fully, revealing which ones have genuine potential and can be developed further. Through this process, Mr. Vinayak emphasizes, that even ideas that initially seem unrealistic are given consideration and room for development, fostering a culture where every idea is respected and valued.
How do you optimize the cost for innovation?
Mr. Vinayak talks about optimizing innovation costs through a balanced approach of strategic planning and advanced technology use. He explains that by carefully assessing each project’s market potential, they can make sure resources are only allocated to the most promising ideas.
He highlights that they save significantly by leveraging technologies like 3D printing for prototyping, simulation engineering, and rigorous DFMEA (Design Failure Mode and Effects Analysis). This helps avoid the need for extensive physical testing and ensures each design stage is efficient. By incorporating these techniques, he says, they can anticipate potential issues early on and refine their designs without incurring high costs.
He also emphasizes the importance of collaboration across teams—manufacturing, sales, marketing, and even customers. Mr. Vinayak explains that when all stakeholders are involved at key stages, it helps prevent misunderstandings, reduces rework, and minimizes rejection rates.
For intellectual property, he says they focus on innovations with long-term impact. Given that their primary market is the American continent, they prioritize IP protection in that region. With much of their IP work conducted from India, they’re able to tap into local expertise while keeping costs down. He emphasizes the need to choose IP partners carefully, as a strong partnership helps safeguard their innovations against competitors who may attempt to replicate or work around their ideas.
How to aware and educate the startups and entrepreneurs regarding the Patent Filing of all their innovations at the earliest stage?
Mr. Vinayak emphasizes the importance of filing patents for the MSMEs. He feels that young startups and entrepreneurs are not well aware of the patentability factors, and that is the reason they miss out on patenting their innovation thinking ‘Oh it is not something great’.
He says that several factors come into play: The first one is government policies, if the government policies are not executed in a way that creates security amongst the entrepreneurs their innovations are really getting protected.
Secondly, he says that the Attorneys and the firms also endeavour to create such awareness in order to support the MSME and other startups.
He also draws parallel with China, as in China even the smallest entities are well aware of the protection of their IP rights at the very earliest stages of innovation and that is how in China, approximately 30 times more patents are applied yearly. He also says that understanding patent filing is the need of the hour for the country.
Why do you think China is moving so far ahead in terms of innovation compared to India?
Mr. Vinayak shares that he feels China’s rapid advancement in innovation seems to be driven by a “do-or-die” mentality that its leadership has established. This sense of urgency and necessity has created an environment where innovation is not just encouraged but essential. According to him, this pressure has motivated China to innovate and advance at an accelerated rate, making innovation a national priority that fuels consistent progress and keeps the momentum strong.
Is hiring and retaining talented resources a challenge for you? How do you manage it?
Mr. Vinayak acknowledges that hiring and retaining talent is indeed a challenge, especially in today’s competitive landscape. He emphasizes the importance of understanding the needs and aspirations of the current generation, noting that traditional approaches may not resonate as strongly as they once did. “They seek quality of life, not just in terms of remuneration but also through opportunities for learning, meaningful and challenging work, a collaborative culture, and a non-political work environment,” he explains.
To attract and retain the right talent, he shares that the organization focuses heavily on investing in its people and offering continuous opportunities for growth. This commitment is supported by an active HR team that organizes engagement activities throughout the year, fostering a unique work culture in their sector. He points out that this dedication has brought them notable recognition, listing achievements such as
• Certification as a Great Place to Work
• The prestigious TPM Excellence Award from JIPM
• The IME Indian Manufacturing Excellence Award, where they scored highly for innovation adoption
Mr. Vinayak also mentions that they focus on retention through empowering employees, creating accountability, and recognizing their contributions regularly. This approach, he says, ensures that employees feel challenged, valued, and invested in the company’s vision.
Do you have your own theory or unique approach to innovation?
Mr. Vinayak describes his approach to innovation as focused on designing with the user in mind and working together to solve problems. He values involving customers directly in the creation process, as it helps ensure that new ideas are practical and meet real needs. He also highlights the importance of a variety of perspectives within the team, which can lead to more original and effective solutions. Through this user-cantered and collaborative approach, he aims to make sure that the company’s innovations are not just creative but also truly useful and impactful.
Mr. Vinayak emphasizes that a key aspect of innovation is mastering the “art of questioning.” He illustrates this with the transformation of bread into a sandwich, an idea that took years to emerge simply because someone finally asked if bread could become something more practical. In his view, real innovation means breaking paradigms, consistently challenging current ideas, and daring to ask bold questions that push the boundaries of what’s already been done.
What role do patent experts play in the innovation process?
Mr. Vinayak explains that patent experts play a crucial role in their innovation process, particularly in an IPR-matured market where many patents are already filed for similar ideas, some even dating back to the 1940s. The level of competition is high, making it essential to assess potential patent infringements.
He emphasizes that when they first come up with an idea, they conduct internal research to determine whether it is worth pursuing. This early stage is critical to avoid investing considerable resources into an idea that may not be viable. Once they decide to move forward with an idea, patent experts are brought in to check for any infringement on existing patents. This is a key task, as it involves many discussions and exchanges with the patent consultant to identify ways to navigate potential infringements and ensure a safe product launch.
Furthermore, protecting the idea and assessing its patentability involves more collaboration and discussions with the IPR team. Mr. Vinayak highlights that patent experts are integral to this process, and without their deep understanding of the product and the competitive landscape, the success of the innovation would be compromised. The partnership between the innovation team and patent experts is essential for ensuring both protection and success.
Have competitors’ patents ever created obstacles for your company’s success, and how did you navigate through those challenges?
Mr. Vinayak acknowledges that competitors’ patents can sometimes create obstacles, but he sees these challenges as opportunities for creative problem-solving. When faced with potential patent conflicts, their approach is to work closely with both their legal and R&D teams to find alternative solutions or design modifications that avoid infringing on existing patents. This collaborative effort ensures that innovation continues while respecting the intellectual property rights of others.
He also emphasizes that competition is a driving force for innovation. Without it, progress would stagnate, as competition pushes companies to think creatively and develop better solutions. By navigating these patent challenges, the company not only overcomes obstacles but also strengthens its innovation process.
How do you see AI in the field of innovation? Is it helpful, or does it pose a threat to replace human intellect?
Mr. Vinayak is a strong advocate for the use of AI in innovation. He believes that AI is extremely helpful in solving complex technical problems that might take humans a long time to address. AI also enhances creativity by providing new ways of looking at challenges. However, he points out that with AI’s capabilities growing, humans must now think beyond what AI can do, pushing the boundaries of innovation even further.
He does not see AI as a threat to human jobs or intelligence. Instead, he views it as a tool that will assist humans in their work, helping them to solve problems more efficiently and creatively. According to Mr. Vinayak, AI will actually create more job opportunities, as people will be able to focus on higher-level tasks and complex problem-solving, while AI handles more routine or computational tasks. His message is clear: instead of feeling threatened by AI, we should embrace the possibilities it brings for the future of innovation.
What advice would you give to future innovation leaders or inventors?
Mr. Vinayak’s advice to future innovation leaders and inventors’ centres around a few key principles. He emphasizes the importance of staying curious and being open to failure, as both are essential to the innovation process. He believes that innovation is not just about creating something new but about solving real-world problems that matter to people.
He outlines three critical areas for success:
1. User Orientation – Understanding and addressing the real needs of users should always be at the forefront. Innovation should focus on solving problems that truly impact people’s lives.
2. Problem Identification – The most important skill, according to Mr. Vinayak, is the ability to spot problems that others may overlook, even in situations, products, or processes that appear to be working well. Recognizing unmet needs gives you a significant advantage in the innovation process.
3. Execution Over Idea – While having a great idea is important, it’s only 10% of the journey. The other 90% is about turning that idea into a practical, workable solution. Perseverance and the ability to persist through challenges are key to making your ideas a reality.
In conclusion, Mr. Vinayak encourages future innovators to embrace learning, collaboration, and an ongoing commitment to making a tangible difference.
Mr. Vinayak shares that his boss once told him that a person who is lazy but aspirational and happy but unsatisfactory cab be more creative!
• Lazy but Aspirational refers to innovating in a way that seeks efficiency and ease while still aiming for big, impactful changes.
• Happy but Unsatisfactory means finding joy in the innovation process, but always striving for more — a continual drive to improve and refine solutions.
This philosophy encourages a balance between satisfaction and the relentless pursuit of better solutions, driving innovation forward.