Author Archive for Rahul Chauhan


Indian Jugaad featured on Economist

A snip at the price

May 28th 2009

From The Economist print edition 

The recession gives parsimonious innovators a chance to go global


COBBLED together from carts, old cars and anything else to hand, the improvised vehicles used by Indian farmers are often known as jugaad. The term also has a much broader meaning—referring to an innovative, low-cost way of doing something—as goods and services are provided in India at a fraction of the cost of those in developed countries. Ingenuity is a necessity when resources are limited and customers have little money. In a global recession it also provides a way for companies in India and China to expand into foreign markets where consumers are seeking better value for money.

Asia’s cost-cutting innovators reject the notion that purchases of certain items only take off when consumers’ incomes reach specific levels, says Rama Bijapurkar, a consultant, speaking at a recent conference organised by the Centre for India and Global Business at the Judge Business School in Cambridge, England. Instead of selling items in small quantities to the rich while waiting for everyone else to pass the relevant “income threshold”, they re-engineer their products into cheaper ones to unlock mass markets

Indian Jugaad

Indian Jugaad

right away.

Anil Gupta, of the Indian Institute of Management, helps run the Honey Bee Network, which encourages grassroots innovation in a number of countries. The projects he has been involved with include a refrigerator built from clay, which uses no electricity yet can help keep vegetables fresh for several days, and a cheap crop-duster in the form of a sprayer mounted on a motorcycle.

Innovation also takes place at a higher level, especially in the growing number of sophisticated research-and-development (R&D) laboratories in China and India. China is already close to overtaking Japan in research spending: over 300 multinationals have opened R&D centres in the country, says Peter Williamson, visiting professor of international management at the Judge school. Many firms began by using Chinese engineers and scientists, who are paid about a quarter as much as those in Europe or America, to adapt products for the local market. But now, he says, they are developing products for world markets.

There are also home-grown innovators such as BYD, a Chinese electronics firm. It has developed lithium-ion batteries that are unusually cheap and easy to make. It has succeeded in reducing costs from $40 a battery to less than $12. Earlier this year BYD’s automotive subsidiary unveiled a plug-in electric-hybrid car at the Detroit motor show. Thanks to the firm’s cheap batteries, it could sell for about half the $40,000 or so that the Chevy Volt, a plug-in hybrid under development at General Motors, is expected to cost.

Other examples in China include ZPMC and Zhongxing Medical, says Mr Williamson. ZPMC hired a small army of 800 design engineers to produce container-management systems which it customises for individual ports. It has now captured half the world market in harbour cranes. Zhongxing Medical, borrowing technology from the aerospace industry, has produced an X-ray machine capable of producing digital images directly. Although not as sophisticated as some fancier models sold by Western firms, it is suitable for most routine applications, such as chest X-rays. And it is produced for almost a tenth of what GE and Phillips used to charge for specialised digital X-ray machines, even after those companies cut their prices.

Perhaps the most famous cost-cutting innovator in Asia is Tata Motors, India’s biggest carmaker. In March it launched the Nano, which in basic form costs 100,000 rupees ($2,100). A fancier version of the car is expected to be launched in Europe and America in about two years.

India’s prolific and low-cost film industry, which churns out some 12,000 movies a year, is also going global. Although Indian films have long had a foreign audience, new co-production deals with Hollywood should increase their reach. Reliance Entertainment, for example, signed a deal with a number of American production houses last year. Rohan Sippy, a Bollywood producer, told the conference that Hollywood studios are keen to do deals with Indian filmmakers so that they can make for themselves cheap song-and-dance “masala” versions of American movies before Indian studios beat them to it. Whether Western firms can truly learn the ways of the jugaad, however, remains to be seen.


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Jugaad: India’s gift to the world

The Japanese gave the world Just-in-Time Management. The Chinese offer ultra-large-scale manufacturing efficiencies. What management philosophy can India give the world?

That’s: jugaad.

This unique verb loosely translates as ‘making do’ and is sometimes unfairly used in the pejorative sense. But extend the idea a little more and it could be interpreted as ‘maximising scarce resources.’ There is no better time to cash in on this outlook than now, as the world heads for a slowdown and corporations struggle to grow top and bottom lines.

One of the most potent examples of this is the jugaad itself, a hybrid piece of machinery ubiquitous in rural India that can be used as a mode of transport, a pump to irrigate fields and a source of short-term power, all for minimal cost. It’s been (and still is) a mainstay of India’s agrarian economy, spawning an entrepreneurial opportunity based on a shortage of basic rural infrastructure such as electricity, water and transport.

But cashing in on a shortage economy is not the only entrepreneurial opportunity that Indians have leveraged. They have also learnt to do things at minimal cost and maximum efficiency within the available and often sub-optimal infrastructure.

The jugaad approach partly stems from a realistic assessment of resource availability.


Is Jugaad Management a form of Emergency Management

Well this reply is long due.

There can be many view on this.  Mostly people say those who can counter emergencies can do wonders, but the real question still remains unanswered. I personaaly beleive that yes its a part of Jugaad Management. Jugaad also means in the time of emergency one need to act to smart. Jugaad doesnot beleive in Hard work, its for donkeys. Jugaad is working smartly.

The very own definition of Emergency Management as per wikipedia says its dealing with emergencies before it occurs. Thats very own part of Jugaad, which says be ready with whatever resources you have to tackle the emergency.


Crisis Management Vs Jugaad Management

Is Crisis Management and Jugaad Management same?
Is Jugaad Management part of Crisis Management?

For both questions above my answer is a “No”. Let me start explaining with Crisis Management, its a response to an incident which has already occurred. Wikipedia says that Crisis Management is an attempt to manage crisis that has already occurred. It can sometime be referred as an attempt to avoid any crisis. But, most of time it is used only when an incident has been occurred that means there is no control on the incident.

Now lets me explain what is Jugaad, its actually a work around to avoid any untoward incident. Even if the incident has been occurred Jugaad helps in minimizing loss. Whatever resources are available its a best solution, which is most of the times an out of the box solution or doing something in a totally different way. This means that it can be used before any incident which we know is about to come & even if the incident has been occurred.

Therefore, Crisis Management is generally after the occurrence of any incident where as Jugaad is for both before or after the incident. So, I can say that Jugaad is better than Crisis Management.

May 2018
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About this blog…

I am very closely associated with the term "Jugaad". Natively being from a place where this term is widely used, I never gave too much importance to it. But then I realised the actual potential of "Jugaad". Keep commenting on my posts.

I have another blog on my passion i.e. Aviation. You can check it on (popular as Rahul's blog on Indian Aviation).

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