VIII. If you want to get somewhere else, you must run at least twice as fast… Innovations. So where we go?
In my early years I grew up as a scientist at Moscow Institute of Physics and Technology (MIPT) , my PhD Theses were devoted to numerical modelling of processes in laser optical medical tomography and my only understanding of innovation was scientific innovation. While innovation in general is defined (Sarah E. Boslaugh, Encyclopaedia Britannica;
https://www.britannica.com/topic/innovation-creativity) as broad as “creation of a new way of doing something” back in 1997 when I had been graduated I tended to perceive innovation following the vision of Thomas S. Kuhn and his famous book “ The Structure of Scientific Revolutions” he first time published in 1962.
“The Structure of Scientific Revolutions” is a book about the history of science and in 1962 its publication was a landmark event in the history, philosophy and sociology of scientific knowledge. Kuhn challenged the prevailing view of progress in science in which scientific progress was viewed as “development-by-accumulation” of accepted facts and theories. Kuhn argued for an episodic model in which periods of conceptual continuity where there is cumulative progress, which Kuhn referred to as periods of “normal science”, were interrupted by periods of revolutionary science. The discovery of “anomalies” during revolutions in science leads to new paradigms. New paradigms then ask new questions, move beyond the “puzzle-solving” of the previous paradigm, change the rules of the game and the “map” directing new research. So, “innovation” for me meant this “anomaly” and “shift of the paradigm” nothing less.
The spring of 1998 came very late. It was already April but on the streets you could still see snow drifts and birds just began to come back from their migration they did to the South. Moscow was full of cars, people, noise and smog. Our office was located on Taganskaya street overseen traffic of cars, busses, people and numerous hawkers going back and force among the kiosks and small shops next to the entrance to the metro station “Taganskaya”. Office was small and for big gatherings the company was renting a conference hall in the nice hotel. It was my first meeting in the large international company and the most intriguing part of the agenda I received was “innovations of the second half of 1998”. I can tell you upfront it was a big frustration to learn instead of “new paradigm” a new lemon flavour of the cleaning gel. That’s how my learning of commercial innovation and product innovation has started.
With time obviously I learnt what I call “innovation continuum” which may be described (as many thing in our world) by the Normal distribution, also called Gaussian distribution. Gaussian distribution (https://www.britannica.com/topic/normal-distribution ) is the most common distribution function for independent, randomly generated variables. Its familiar bell-shaped curve is ubiquitous in statistical reports, from survey analysis and quality control to resource allocation. In a simple words I believe that for one “paradigm shift” to come to life huge amount of “puzzle-solving” have to happened. Any step change in any part of human life is not possible without the “bell-shaped” smaller events, sometime invisible shifts and changes happening before and after the “big shift”. In Kuhn’s terms without periods of “normal science” the discovery of “anomalies” is not possible.
Yes, finally the “paradigm shift” is always an extreme, a singularity. For example the first ever in history solo, nonstop transatlantic (from New York to the European continental land mass) flight from Long Island, New York, to Paris, completed by Charles A. Lindbergh on May 21, 1927 (this breath-taking story is perfectly described by Bill Bryson in his “One Summer: America 1927”) was such a “paradigm shift” and an extreme. Though looking at it closer we understand that prior to this singularity many many attempts to rise into the air was made by hundreds of people starting with Montgolfier brothers and Wright brothers (there is something magical in the brotherhood probably). And even in May 1927 it was not the only Charles A. Lindbergh crossing the ocean, there were several teams and few attempts. He just happened to be the first thus became famous. But then what is equally important the story didn’t end up in May 1927 with this flight. Another hundreds and thousands of people day by day, innovation by innovation transformed transatlantic flight from where it was in 1927 (33,5 hours heroic event) to where it is now in 2021 (comfortable 8,5 hours ride). So, singularity is exciting and important but small innovations though may be less exciting are equally important for the progress and forward motion.
I landed in Krasnoyarsk in a snow storm. It wasn’t so obvious that there is a storm when we were approaching the city, it was list quite shaky when landing, but as soon as I got out of the plane, the storm immediately blew to my face, pierced through my body and I almost fell off my feet. It was a long way by car to the city from the airport, 30 km in the snow storm.
There are about two million people in Krasnoyarsk on the bank of Yenisei River surrounded by high hills and taiga. There are many old wooden and brick houses from 19th century. The city is rather old, was founded by the Cossacks in 1628. The Cossacks is a group of predominantly East Slavic (mainly Russian, but often Ukrainian)-speaking Orthodox Christians, who became known as members of self-governing, semi military communities, originating in the steppes of Eastern Europe, in particular the Dnieper river. By the 19th century, the Russian Empire controlled them by providing privileges for their military service and Cossacks served as military forces in many wars conducted by the Russian Empire. Cossacks were considered excellent for scouting and reconnaissance duties, and for ambushes.
If you drive to the south from Krasnoyarsk, than there is Abakan city in 400 km with its plum and cherry gardens. Locals say there are handmade mounds all around that are three thousand years old. Further down to the South not that far the gigantic Sayano-Shushenskaya hydroelectric power station is located. You may want to go to the North from Krasnoyarsk, but there are almost no any roads in this direction, people are using mainly Yenisei river for transportation of goods and by the river you actually can go as far as Dudinka (close to Norilsk) and even further north to the ocean which is in 2’000 km from here.
Knowing that it would be cold, I asked my colleagues if we could find a traditional Russian bathhouse somewhere here. So in the evening after we finished all the business things five of us are going to the bathhouse. Suddenly our colleague Lesha (who made all the arrangements) is bringing us to a large shopping mall. It’s already late, half past ten and everything is empty. Lesha knows his way, we are passing by numerous empty shops, taking elevator to the third floor and finally finding ourselves in front of the door decorated with the wood. We are here. We are changing out cloths to the bathrobes and at this moment in front of us a guy of about 26–28 years old is appearing. This is Maxim Vyacheslavovich — a bathhouse owner. We are starting from traditional Russian steam room. We are sitting on a shelf, he slowly brings in the steam with the scent of pine needles and in five minutes I’m already sweating despite of the fact that the temperature is just sixty degrees, how is it at all possible? Then we are quickly going out to drink his signature herbal tea and then back to the Russian steam room again. I’m lying on the shelf, and Maxim is covering me with something like sheep’s fell. He is saying this is old Cossacks’ way to soar in the bath.
While relaxing under the sheep’s fell we are talking and I’m learning he is the Chief Paramedic of the Yenisei Cossack informal army. There are 40 thousand Cossacks in the army, he has been here for seven years and is engaged in everything, including propaganda of the Russian bath, charity and some other business. I learnt a lot about the Yenisei Cossacks, the bathing business and that in Russian only 67 people are members of the “bathing association” and they annually gather for competitions.
Meanwhile, Maxim drives the temperature up to 90 degrees and starts waving my sheepskin over me, as if making the bed. Feel strange, but cool. Then the sheepskin is removed and Max smears me with honey. There is a smell of honey. I’m lying there soaking in it, then we go out and drink tea again. In the next turn after warming up, Max is unexpectedly splashing me with the ice cold water (aaaaa!) and beginning to whip with a special bath broom. Birch broom smells birch. Few minutes later I’m in a small jacuzzi pool, sitting, relaxing and my thoughts are going far away from me. It’s not the end though. After another tea break, we are going to the Turkish steam room. There is 60 degrees and the humidity is one hundred percent, the ceiling echoes like in a real Turkish bath and there is thick steam. Then Maxim is pouring ice water over me and again whipping me with a broom. After Turkish bath and another portion of herbal tea, Max is taking me into what he calls a “Roman bath”. This is conceptually the same as the Turkish one, but humidity is less. A small room, hot floor and hot stone benches, a lot of water is poured on the floor. There’s a fountain in the middle. Then I’m covered with the bath towel and Max is doing a massage and hitting me with something like a rod. Then, in a separate room, there is a soapy sponge massage and again into the Russian steam room. After two and a half hours of this adventure I feel myself weightless and re-born again.
I can bet you are asking yourself — “why he is telling us this bath story, how is it connected to innovations?”. There is direct link. Indeed if we ask ourself again what is innovation, we will realise (as we did it in the beginning of this chapter) — all our daily life may be full of innovations as it’s simply the creation of a new way of doing something, whether it’s something material like the development of a new product or abstract like new philosophy or theoretical approach to a problem. Or it may be a bath practice, why not? In my bath story Maxim acted as a true innovator inventing new ways of bathing, new for himself and for the people coming to him. It was unique experience for me (I guess not just for me, the whole approach and practice was quite unique), so I may reasonably claim it was true innovation. I’m filling my daily life with such kind of small innovations like bricks in the wall or pieces of the puzzle. From time to time really significant disruptive innovations are happening (like new plant construction or new brand launch) but most of the time I enjoy doing new things every day thus living in the exciting world of small innovations.
I never been to India and I always wanted to go there. And I have two “Indian stories” for you to tell. The first one did happen back in 2004 when Shankar was the head of Customer Marketing Organization (CMO) in Moscow office of one of the global FMCG players and I use to work with him. Shankar was (and I’m sure still is) true Indian character keeping been calm, solid, sensible, reasonable, judicious and very humane at the same time. Once he was sharing the international Brand building practices and asked me:
– how do you think Ariel looks like in India?
- ??? like a powder detergent???
- not exactly
- liquid?
- nop
- ???
- look, do you know what Indian saree is?
- yes, of course it’s traditional female garment
- so you probably know that is may be as long as 7–8 metres and as wide as 1–1,5 meters? Do you think it’s at all possible to wash it in washing machine?
- probably not
- how do you think women are washing their saree?
- hmmmm, in the wash basin?
- ha ha ha, 8 meters in the washing basin? Traditionally they do it on the floor outside of the house. They put saree on the floor and rub it with soap and special ribbed washboard than splashing the water and leave it to dry.
- So, Ariel it’s a simply soap in India, yes?
- Yes and no. We invented two forms — first we produced indeed a big soap bar with the ribs, then also the idea was to introduce Ariel powder to the Indian women and we produced a special plastic bar with convenient handle, empty inside, with the ribs and small holes in the bottom in-between the ribs. So the women supposed to put Ariel washing power inside this devise and use it as a traditional soap bar, washing powder would than go outside through the holes and thus the washing process is done
Why do I remember this dialog 17 years after it happened? It was probably not significant as a subject, but it showed me there are things in the other cultures I could not even think about or imagine. And the big Brands are always innovating themselves to stay closer to the local consumers. By the way I’m not sure this innovation survived through time, I just surfed internet and I didn’t find anything even close to what Shankar told me about 17 years ago. So from Shankar I learnt that innovations (at least in FMCG business) for the sake of innovations are useless most of the time (there are some exceptions as usual, but) and the primary focus should always be on the consumer and the needs and expectations of target audience.
One of the illustrations of this approach is a “War of flavours” between North and the South. I found myself in the middle of this “war” in 2003 when I was supporting Lenor Brand Marketing team for Eastern European geography. We were about to re-launch the brand extending the line up with few new scents and the question was “which flavours shall we consider?”. Geography we were taking care of was stretched big time from the North to the South. Just to put things into perspective the Distance between North of Russia (let’s take Murmansk city) and the South (for example Sochi) is close to 3 000 km (more than from London to Istanbul). Of course we did a detailed study and the research first. And the study did show us (at least it was new for me) that there is no any “top 5” preferable scents in our geography. Simply people in the North and in the South prefer different things. In the North the preference goes to calm, quiet scents like alpine meadows, fresh grass, pine, baby soap, ocean. The farther South you go, at first, the expectations are that the flavours should be more intense and second, the desirable scents themselves become more brighter — southern flowers, spices, tropical fruits, etc. That time we decided wisely to launch 3 “northern” and 3 “southern” scents as far as I remember… But the lesson was learnt — probably the best way to get a success with FMCG innovation is to listen what people really want.
A bit later we will discuss how trends of globalization are meeting this desire to have local solution, meanwhile, here is my second “Indian story”.
This story came to me from Thierry V who used to be Commercial Operations Director in India living in Mumbai for few years. I remember one day I had to do something quickly with no recourses available (usual story, yes?). Thierry winked archly at me in the unique way only him can wink and said “you probably need a Jugaad here”. This how I learnt what Jugaad is. It turned out Jugaad is a very popular word in “Indian world” and everybody who speaks Hindi, Bengali, Marathi, Punjabi, Sindhi and Urdu knows it very well. In a simple way Jugaad is a non-conventional, frugal innovation, often termed a “hack”. It could also refer to an innovative fix, a solution that bends the rules, or a resource that can be used in such a way. It is also often used to signify creativity: to make existing things work, or to create new things with meagre resources.
One of the topics I studied in Institute of Physics and Technology (MIPT) was Laser Physic. I wouldn’t bother you with the details of how laser works, will share just one detail — the important piece of the whole construction of any laser are two mirrors standing on the opposite sides of the core. The mirrors have to be strictly parallel. In the normal lab in order to achieve it mirrors are fixed on the special high precision alignment tables (quite expensive tables by the way). So the story (I’m not so sure if it’s a real story though or just a legend) is that one day two MIPT post-graduate students came to works for some project in UK. One of the parts of the project was an adjustment of the laser in the lab. Surprisingly students did find all the needed equipment with the exception of those two precision alignment tables. The local colleagues apologised and ordered tables immediately, but the delivery time supposed to be few weeks (it’s quite unique equipment). So, two students found themselves in UK waiting for the tables to come… The legend doesn’t tell us the exact way how they came to the solution, but instead of relaxing and waiting for few weeks they simply went to the nearest baby toys shop and bought few blocks of plasticine or playdough. They used those playdough than as a replacement of the precision alignment tables. We all played with the playdough and we all know, that if you put lets say toothpick in the playdough than it’s very easy to move toothpick by the fraction of a mm, playdough will support this move. To cut story short it tooks our guys few hours to fix it and get a result — fully operational laser device. Of course the solution was not permanently sustainable (you all know plasticine is changing its shape with time) but it was good enough to do the lab experiments they needed to do. And you may guess now that without knowing it they did Jugaad!
The best way to learn more about Jugaad apart from practicing is to read “Jugaad Innovation: Think Frugal, Be Flexible, Generate”, by Navi Radjou, Jaideep Prabhu, Simone Ahuja. As Navi is rightly noticing innovation is a key directive at companies worldwide nowadays. But in these tough times very often (but not all the time of course) the old approach with expensive long term R&D projects and highly-structured innovation processes doesn’t always work. Navi is encouraging to look at India, Brazil, and China (I still wonder why not Russia) for a new approach to frugal and flexible innovation. The authors show how in these emerging markets, Jugaad may lead to dramatic growth and how companies can adopt Jugaad innovation to succeed in our hypercompetitive world. Following the simplicity and creativity of Jugaad approach the book outlines the six principles of jugaad innovation:
1. seek opportunity in adversity, difficult or unlucky situation or event
2. do more with less (I personally would put it in the first place)
3. think and act flexibly (what we may call “out of the box”)
4. keep it simple (as simple as play dough)
5. include the margin
6. and follow your heart (probably we can add intuition)
And also the book is full of great examples of Jugaad practicing by Google, Facebook, 3M, Apple, Best Buy, GE, IBM, Nokia, Procter & Gamble, PepsiCo, Tata Group, and more.
Now after we discussed what is innovation (at least I managed to share my understanding of the topic) and how wide it could be, touched Jugaad it’s probably right time to ask “why do we at all need innovations at first place?”. The answer may not be so obvious. Indeed why the pack of the milk you are buying weekly changed so much in the past 10 years? Why can’t you simply keep buying and using the products of the same design, the same quality and the same characteristics all the time, or could the pace of changes be not as fast at least?
The big deal is an efficiency as we saw in the previous chapter (the story of Cullinan). On top of it just one another example, since 1990 due to many innovations and improvements of the engine the average fuel consumption of the car dropped by 20% (https://www.eea.europa.eu/data-and-maps/figures/fuel-efficiency-and-fuel-consumption). It obviously means a lot for transportation cost and efficiency of logistics. So, innovations drive the cost of transaction down and thus drive efficiency up. But is it all? No, of course not.
The second big (if not the main) reason for innovations is to follow the trends of consumption and meet expectations of consumers. In the example with the cars above it’s not only the crave for efficiency which drives car industry, but also the desire of more convenient and safer driving experience. If you have an experience of driving a car (any car) back in 1990 and Tesla in 2020 you immediately understand what do I mean. Many things in the modern cars are serving not just a better efficiency need, but the trend for better convenience and safety. The story with Ariel in India and “war of flavours” tell us exactly the same. We see motley colourful array, puzzle of trends, directions and developments thus consumers expectations in each particular part of the world
Just few trends I personally spotted in the last 10 years (nothing surprisingly new I guess). At first the world is becoming more and more fragmented, we may call it the “trend of bubbling”. If now you go to Carrefour e-shop (https://www.carrefour.eu/fr.html) and simply search chocolate bar you immediately will face 148 options you may buy. We can go even further, if right now you enter Tmall App and search for “baby diapers” the platform with return you back 67 978 results of the search. We see that the amount of “bubbles” or “niches” in absolutely all the parts of human life and in every corner of the world grew significantly and due to globalisation (we will talk it separately a bit later) the size of each such a “bubble” is significant, in other words — any niche is big enough to be sustainable. You may think that if you accidentally love chocolate bacon you are along in the Universe? Absolutely not along. Amazon will deliver chocolate bacon bar to you for $7.46 + $14.19 shipping (to Europe). And hurry up as “only 19 left in stock”. So from one side — more and more “bubbles”, from the other side “bubbles” are becoming more and more global destroying traditional borders.
Not all the “bubbles” are transboundary. Some niches are very market specific like those “saree washing” niche in India. What also is coming to my mind it’s a “camomile niche” in Russia. People who never been there may be surprised by how often you can meet camomile literally everywhere around in Russia. The common Russian believe (and I’m not telling it’s not true) is that camomile is good for everything: its reducing menstrual pain, treating diabetes and lowering blood sugar, reducing inflammation, preventing cancer, helping with sleep and relaxation, treating cold symptoms, protecting skin. So in every supermarket you will find tea with camomile, skin creams with camomile, shampoo with camomile and even feminine hygiene products with camomile… and this list is not full. In some other geographies this “secret magic ingredient” is different and there you may find aloe vera, olive oil, argan oil or bamboo fibers all around. But what also is true all these local “natural” ingredient are following the global trend for organic and more natural components and products, so again we see how the local niche trends are bounding and intertwining with the global ones.
China was always a dream place and finally I got there, 2019 became a year of China for me personally. I came here first time in January 2019, visited several times during the year and last time left Shanghai in late December 2019 at the very start of covid-19 pandemic. Of course I could not see a lot of places, only six cities: Shanghai 上海市; Suzhou 苏州市; Hangzhou 杭州市; Chongqing 重庆市; Yangzhou 扬州市 and Guangzhou 广州市, but the people I met, their culture, attitude, characters touched me deeply and will stay with me forever.
Flight from Moscow arrives to Shanghai in the late morning. If you are lucky and there are no clouds and the fog (you have to be really lucky to avoid it) you descend right under the mouth of the great Yangtze river 长江 — the longest river in Asia, the third-longest in the world. It rises at Jari Hill in the Tanggula Mountains 唐古拉山 and flows 6,300 km to the East China Sea 东中国海. The Chinese call the Yangtze Chang Liang (“Long River”) and Jinsha Jiang (“Gold Sands River”) and use the name Yangtze (which means “child of the ocean”) only to describe the Lower Yangtze or the section of the river near the mouth. Yangtze Delta is 320 km wide and indeed descending under the mouth, you don’t even understand it’s a river, so wide it is. We are descending under the river, turning right and now flying right under the East China Sea parallel to the sea shore and all Shanghai is in front of me, like I would see it from gigantic observation deck. The word “gigantic” follows me everywhere in China. It’s starts with descending when we are flying under the sea port docks. Docks are stretched to the good 10–15 km and it takes the plane 3–4 minutes to bypass them. We are landing at Pudong airport and again the first impression is a shock from the size of it. The second shock is the level of technology and innovations. First, I’m directed to the automatic counter where it takes me 1 min to get a QR code. Than I’m at the passport control desk and the robot is talking to me in Russian asking me to do fingerprints and look at the camera. Few minutes more, I’m released and going to maglev train (magnetic levitation train). The line is the third commercially operated maglev line in history (after the British Birmingham Maglev and the German M-Bahn), the oldest commercial maglev still in operation, and the first commercial high-speed maglev with cruising speed of 431 km/h. It’s breath-taking experience to drive with the speed more than 430km, all the cars on the highway we are passing by looks like staying with no move. It takes 8 minute to get to Longyang Station. I’m coming out of the maglev station to the street and the wave of scents and colours are hitting me. Sweet, fried, spicy, loud, nosy, colourful, red, red again, golden, many times golden, fresh, sophisticated, bright, chaotic, stylish — I’m in Shanghai, I’m in China.
It was probably in Guangzhou where the very first time I went to see Alibaba Hema store. Seeing the stores is a hobby and work at the same time, it’s a perfect place to get to know the local culture, see consumers, understand how things work. The idea of Jack Ma while opening Hema was — “to bring world to the Chinese consumer” that’s why significant part of the assortment came from all over the world. By elevator we are coming down to the basement of the shopping mall and immediately seeing multiple screens showing nice visuals of blue ocean, the cute hippopotamus logo and the name in Chinese 盒马 — this is Hema. The first impression is overwhelming — numerous aquariums with the exotic live fish and sea animals, colourful shelves and next to is few open kitchens and tables all are full of people. Under the ceiling the rail with the line of shopping baskets and the people behind the counter are filling these baskets with the purchases and baskets are traveling further to the area beyond my view. Our Chinese partner Kelvin is explaining that here your smartphone is used for everything, from placing items in a digital shopping cart while you shop for groceries, to getting product nutritional information, to paying for your goods. Once Hema app is downloaded you can shop simply by scanning QR codes on each item you wish to purchase then the item is added to the digital shopping cart. Scanning a product’s QR code also provides with information about the product including how fresh it is, nutritional information, customer reviews, recipes the customer can make using the product as well as delivery options if the customer wants the item delivered to their home. The Hema app also leverages artificial intelligence to make personalized product recommendations for customers. Hema personnel pick online orders in store and once they have been picked they are placed on a conveyor belt that carriers the order to the back of the store to get it ready for delivery. When you are finished shopping you pay using Hema’s mobile app which is linked to Alipay, also you have the option of paying using facial recognition payment technology. Your purchase will be delivered to your doors in 30 minutes for free, if the delivery address is within 3km of a Hema store. We are doing the tour around, buying noodles for lunch, eating and on the entrance Kelvin proudly paying for our lunch using his face only.
After 2019 nothing can change my mind that China is unstoppable when innovations concerns. Maglev, Hema stores and also high speed trains, WeChat, roads, cities, new materials, new technologies, packaging — I saw just a fraction of the whole picture but even this fraction is outstanding.
My guide in China is Ling, my colleague, she is from Yangzhou originally, came to the business trip to meet me and for her Shanghai is also not too familiar place. In the evening we are deciding to go around, to have some bite and probably do some shopping. Ling is telling me that we definitely have to find M&M’s store nearby to buy candies for her nice little daughter. Yes yes, you got it right, it’s this famous M&M’s multi-coloured button-shaped chocolates, each of which has the letter “m”. That one you can buy at any cash counter in any store in Europe for as much as €1,5 per 128g pouch. M&M’s has few boutique stores in New York, Las Vegas, Berlin, London and this one in Shanghai. We are searching along the Nanjing East Road and it takes not so long time to find it — colourful bright two floors shop overlooking pedestrian street. Two floors full of sweet-stuff and merchandise …. and totally packed with the crowd of people. I was surprised to see the price — €7,9 per 250g as much as twice more expensive than it’s in Brussels. People were buying not really the candies, they were buying piece of “western culture” and famous brand.
With this M&Ms story another face of Chinese (but of course this phenomenon is much wider than just China) innovations came to me. It’s globalization in the sense that people want to buy products from all over the world, but they still want those products to be adjusted to the local needs and local expectations. I can tell you L’occitane in China vastly different from L’occitane in Europe — range tailored to the local consumers. All (almost all) global Brands have been significantly “localized” in China and it means not just the packaging change and translation to Mandarin or Cantonese. It’s a change in raw materials, final look, flavours, scents, colours, the way how product has been presented and promoted. So, we may say that when consumers say they want to buy European Brand in essence they desire to buy not “real” product from Europe but rather their mindset and dream about Europe, kind of idea “how it should be in Europe”. And vice versa, for example “real Chinese tea” in Moscow is very different from what you fill find in China. The reality is different from the dream, but dreams matter a lot.
I can probably conclude this chapter with the rather provocative statement — every innovation is an attempt to make the dream truth. Whenever it’s a big shift of the paradigm or just a small change of the colour of the bag of M&Ms to “look like my American dream should be looking”. And as much as we can’t stop humanity from dreaming we can’t stop innovations. The only we can do is to go with the innovation flow and try to be the best while innovating.
