From jugaad to jugalbandi: Understanding the changing nature of Indian innovation

In this perspectives paper, I employ the term jugalbandi to describe the ways in which many contemporary Indian organizations engage in innovation. Through a description of three Indian organizations – ISRO, Amul and Aadhaar – I illustrate how this distinctive approach draws both on jugaad – and its emphasis on being frugal, flexible and inclusive – as well as systematic innovation, with its focus on building capabilities, relying on process and advancing technological frontiers. As a homegrown approach, jugalbandi builds on an “Indian” way of doing things while imbibing influences from other modes, and is enabling organizations build their innovation capacities even as they remain relevant to their contexts. In developing this conceptualization, I highlight the need to appreciate the contextual and institutional roots of innovation, suggest that trajectories of development within emerging economies will remain distinctive and provide both practical and policy advice on how actors should pursue innovation in these scenarios.