The Stories of Innovation

The strength of our organization comes from our diversity. Leveraging diverse perspectives, backgrounds, and expertise drives innovation by unlocking creativity and empowering employees to be active participants in the innovation process. Innovation is not new to our organization, and the projects showcased within this exhibition are prime examples of our innovation culture at work. These ideas represent our commitment to cross-functional collaboration, to securing the future of our organization, and to the fulfillment of our Purpose to Share the Strength.

Despite global challenges and disruptions, we are emerging stronger than ever. Our employees have demonstrated great resilience and flexibility in the last two years. The ability to adapt to the ever-changing Covid environment is a credit to our employee’s innovation mindset. Our Senior Management Team is dedicated to strengthening this mindset by continuing to cultivate, support, and develop an innovation framework to ensure the future success of the organization. Innovation is in everything we do, and everyone has the potential to be an innovator.

The ideas of today will shape the business of tomorrow.

The Innovation Action Team

Tim Fedrigon

Chief Human Resources Officer

Innovation is for everyone at Birla Carbon, and the value of small innovative ideas are equally powerful to big innovative ideas.  We, as a business, need to innovate in everything we doing, across manufacturing, R&D, and across all of our functional teams – everyone can and should innovate.  In the spirit of collaboration and global engagement, Sharing the Strength has become even more critical to the ongoing success of Birla Carbon.  The journey is very exciting.

Joe Gaynor

Chief Legal, Sustainability, and Risk Officer

Innovation is fun.  We have all had that thrill at home or at work when we thought of a new way to do things, tried it, and it worked.  As a company, our aspiration is to create an environment where everyone is free to not only raise their hand with a new idea, but to know that they will be supported in a way that they have the joy of seeing their innovation become reality.  That’s when the real fun begins.

Ann Schoeb

Chief Research & Development Officer

The amount of change we can anticipate in the next ten years will be far beyond anything we have experienced over our entire 160 year history.  It will be necessary for us to truly innovate, to be disruptive or risk becoming irrelevant or replaced.  It’s time for all of us to be bold and inspired.

Randy Waskul

Global Director, Health, Safety and Environment

Georgia, USA

Gulf intercoastal waterways for an environmental project

Birla carbon and the entire carbon black industry were working with the United States Environmental Protection Agency and the United States Department of Justice to find a pathway that everyone could agree on to reduce the company’s sulfur and nitrogen emissions.

Existing technology provided potential solutions but would have a negative impact on the local environment, as it would require the use of non-sustainable methods (trucks, landfills, etc.).

Randy’s team worked with government authorities on different levels – the U.S. Coast Guard, U.S. Army Corps of Engineers, wildlife services, and more – and many regulators, for many years, in order to receive permits.

Randy and a team researched many technologies and looked at different possibilities, such as the use of water from the intercoastal waterway to scrub the sulfur, referred as Seawater Scrubbing. The idea came from large ships that use the same seawater technology – putting it back in the ocean in a way that is not polluting. The concept was taken from articles about ocean vessels using the technology to scrub their emissions when they came into port. Randy’s team recognized that the vessel’s use of heavy fuel (oil) was similar to Birla’s. They were using the seawater as the scrubbing media to scrub the sulfur out, generating salts that are naturally occurring in the ocean.

Birla Carbon explored whether the intercoastal waterway nearby, with brackish water which is not as salty as the ocean, would work. After all the years of research and work, this solution is being implemented right now and should be completed in the near future.

Idea initially sprang from a different sector! Solution generated uses existing resources – something that was already existing in the natural waterways.
Solution will have a significant effect on the local environment. It will lead to a substantial reduction in the use of landfills, trucks, and more. More, Birla Carbon will be the first industrial facility in the US to use this technology, that could eventually be used by other sectors. 

N Bend EPA Project - Absorber and Waterfront - BEFORE

N Bend EPA Project - After

Explore every crazy idea.

Connect dots to get potential ideas from areas not considered.

Establish a good working relationship with authorities and maintain transparency.

Rachita Banka

General Manager HR

India

Innovation in organizational growth and development

The HR team wanted to work on finding solutions to the following problem statements:

  • How to  help first time managers across the organization?
  • How to gain cross functional exposure to be better prepared for future roles in the organization?
  • How to provide younger leadership a voice in decision making?
  • Enhance the overall learning uptake in the organization.
  • Making Birla Carbon an aspirational place for Diverse workforce.

To accomplish these goals, the team designed and developed 4 initiatives:

  • Managerial effectiveness toolkit
  • Global rotation program, including feedback
  • Shadow board
  • Virtual learning platform / learning app & Launch of RALLY – Recognition & Learning Ally
  • Designed a customized workshop on D&I for the managers at Birla Carbon. Developed an eLearning on D&I for wider coverage

Impressive results in a short time:

  • Phenomenal feedback for the Global Rotation Program “It impacted a professional and personal change for the participants”
  • The Learning platform adoption is currently at 80%.

“Don’t restrict yourself with ideas –  The Leadership team at Birla Carbon is open to new ideas. Have a detailed plan to ensure successful implementation.” 

Lewis Tunnicliffe

Product Design and Development Manager at Birla Carbon

USA

Sustainable Product Innovation

Birla Carbon’s customer base is committed to transferring to production of tires from renewable materials. This poses a challenge for the new product development section, in which Lewis works, which was accustomed to working on the core, petroleum-derived products.

In collaboration with other companies, the team developed a nanocellulose disperse composite, which can be used to reinforce rubber products such as tires.

The new material has main advantages:

  • Sustainable
  • Increases tire efficiency: less fuel consumption over the life of the tire so decreases the cost for the customer
  • Created a new collaboration model
  • Opens potential to reach new markets/products
  • Communicated to customers that Birla Carbon can help and provide more solutions

The new material can be derived from biowaste from the paper, pulping, and forestry industries, creating a sustainable outlet for raw material that would otherwise be discarded.

Using the new material, the team has created a tire with increased fuel efficiency.  

Don’t be afraid to come forward with new ideas. Anyone can innovate, in any field, not only those working in science and technology.

Zhao Yong

HSE manager, Carbon Black

China

Innovation in Safety

Fall risks reduction  project in the feedstock unloading area

The unloading and sampling operation in the feedstock unloading area involves many climbing action steps with a very high falling risk operation level.

Problematic situation included:

Existing original lifelines that were homemade – difficult to use and not compliant with the EN795 standard requirements.  More, these did not provide a protection measure from falling risk in the process of climbing to the top of the tank truck

The HSE team worked with equipment suppliers to design a solution to this safety issue. After conducting a  SIF risk assessment and filing a safety observation for the feedstock unloading operation, 4 risk scenarios were identified:

Risk 1. No protection for the climb process from the ground at the rear to the top of tank truck .

Risk 2.No energy buffer device to methodically absorb the force generated in the event of a fall.

Risk 3. The old wireropes were located at the waist position of the drivers/sampling workers which become barricades to perform the manhole opening, sampling  and VOC absorber placement task .

Risk 4.Each old wireropes were divided into two parts by middle passageway, operator need to detach and reattach when changing direction or crossing points of support.

To develop solutions the team collected and studied related standards/specifications and best practices, sought advice from professional service contractors, conducted onsite safety observations and talks with operators and collected suggestions, ideas and hidden danger report findings from front line staff.

The team developed improvements for each risk:

Newly installed falling arrest system completely conforms to EN795 standard requirements and consists of 8 horizontal lifelines, each is composed of an energy buffer, high load D-ring, tensioner set, stainless steel cable, single-span slide connector and retractable fall arrester. The provider is certified by MSA; the installers are experts who undergo rigorous training to ensure the safest installation.

Improvement 1. The climber is under protection of retractable fall arrester and lifelines during the full climb process from the ground at the rear to the top of tank truck.

Improvement 2. Provides a consistent method of absorbing mechanical energy and controlling tension.

Improvement 3. The newly installed lifelines were overall uplifted to the overhead position of operator which will guarantee the limit fall distance in case of accidental event.

Improvement 4.Each original wirerope was replaced by two newly Installed lifelines attached on both sides of the middle passageway. Operators climb to the front and rear of tank truck from different entries which will eliminate the risk of detaching safety belt and squeezing through the gap between passageway and tank.

The newly designed falling arrest system reduces the overall risk level of falling from height at the feedstock unloading area. 

Make sure the risk analysis covers the whole operation process and status and onsite safety observation and investigation.

Collect opinions extensively from relevant participants, adopt professional technology solutions.

Angela Santiago

Shift Lab Analyst

Spain

Innovative Collaboration for Quality Assurance/ Waste
Management

The BCS team have relied in innovation to find solutions in several projects.  2 innovation stories exemplify this:

Innovation in Quality:

While working to develop and get approval for a new grade for the Canadian plant, we received a grant to collaborate with the University of Cantabria. In the context of the collaboration, we were able to characterize the elemental composition of the components present in the grade. The collaboration helps identify the pain points in the process and areas that need fixing. The collaboration model in this project is unique to Birla Carbon.

Innovation in Waste management:

Within the framework of a circular economy, teams are looking for outlets for waste. BCS found ways to utilize waste from Black Carbon and use it as compost.

Teams in the plant meet daily – 10 min following Agile protocols – to discuss projects, problems, and other topics, providing a platform to generate ideas. In this context the team  came up with the potential idea to collaborate for the quality assurance project. In the waste management case, the idea came up after reading a magazine from the Agrarian Institute. The team found that some components of black carbon are used in agriculture. To explore this potential outlet, we sent carbon black residue samples to the Institute of Agrarian Sciences. The institute is testing the possibility to use CB residue for compost with positive results.

Several impactful results have come from these projects. Interestingly, innovative collaboration models are common to these stories and are the engine that generate results:

1. Team meetings to review and discuss the situations and generate ideas.

2. Collaboration with the academia and government to explore the solutions.  First time in Birla Carbon applying a collaboration model with the academia.

If you have an idea don’t keep it to yourself. Even if you are not confident, share ideas, improve them and move forward.

Share with your colleagues and talk about it!

The most important thing is to share. Sources of ideas are in everyone. When everyone is  able to hear,  opportunities open to discuss situations, adding richness.

Oscar Presmanes

Compliance Manager Birla Carbon Spain

Spain

Innovation in what the Santander plant DOES.

BCS, located in Cantabria, works in several projects related to the carbon black manufacturing. Two notable innovations resulted in a lean testing timetable and finding a new use for a subproduct.

Quality Test innovation: The regulations in place require certain carbon black grades to test the PAH before being delivered to the customer. BCS tests these grades produced in Spain in the Marietta Lab, which means long testing times, around 10 days.

Subproduct innovation:  The Cantabria plant, working within the framework of a circular economy looks for potential outlets for unused black carbon, thus prolonging its life and reducing waste.

Oscar and his team collaborated with the University of Cantabria to create a new testing center near the plant, in order to significantly shorten testing times.

After being presented, the project won a grant from the Spanish authorities.

A second collaboration with multiple institutes generated solutions to use the black carbon subproduct to improve the pavement. The project is in development/trial and won a grant of 589.353 €.

Birla Carbon managed to shorten testing times from 10 to 2 days. Due to the grant, Birla Carbon did not have to pay a cent for this benefit. 

What’s more, it filled customer demands faster!  This project is under development. Not finished yet.

Innovative way to reduce black carbon waste. This innovation not only does not send waste to community, it gives a positive use to it. Currently waste is an expense for Birla Carbon. Instead of going to waste, Carbon Black subproducts may be used in road construction and, Birla Carbon can sell it for road construction.

Great update: April 2022-received a grant of 458.999,50€ due to the  circular economy project, which looks for potential outlets for unused black carbon, thus prolonging its life and reducing waste.

From the beginning of human times, we have needed innovation to move forward. With innovation you can develop your business, your customers, team and even yourself. There is always room.

Makes life more challenging and interesting!

Jugnesh Mundra

Assistant Vice President Treasury Head - Birla Carbon

India

Innovation in finance!
Innovative sustainability-linked loan (SLL)

Birla Carbon is a leader in the carbon black industry for sustainability practices. Leveraging this position, Jugnesh and his team came up with the idea to take advantage of the leadership position to refinance Birla Carbon’s Debt thru a sustainability linked loans to gain access to large liquidity pool and savings in interest costs.

Birla Carbon’s goal was to raise only $300 million initially, but due to the strong appreciation of ESG practices of Birla Carbon, the financing received commitments of more that $900 million from the lenders. Ultimately Birla Carbon raised $750 million.

Jugnesh and his team approached several banks; explained them industry leading ESG practices of Birla Carbon and raised $750 million sustainability linked loans at a lower interest rate from 15 different banks. The pool of the banks included all geographies.

In doing so, the company managed to accrue significant savings in interest cost while also receiving the backing of 15 major banks, sending a clear message to stakeholders about the company’s commitment to sustainability and its ability to make it happen.

This initiative represents the first chemical company to include targets around Circularity specifically linked to sales.

It pioneered the inclusion of a gateway indicator for workplace safety in a sustainability linked instrument. Underpinned by the strong commitment to keeping employees safe, only if the target value of the safety indicator is achieved the margin of the SLL for the other KPIs will apply.

On the Press!
Birla Carbon closes first Sustainability-Linked Loan of US$ 750 Million

Be open minded and keep your mind, eyes and ears open to the evolving development in external finance markets.

Adapting those developments for the business needs and bringing efficiency is key to success.

Jimmy Ivie

Process Scientist Manufacturing Technology, Birla Carbon

USA

System Innovation

MORE, BETTER, FASTER and LESS EXPENSIVE has been the mantra for Jimmy and Team at Birla Carbon for 20+ years.  This work can take the forms of squeezing more carbon black out of a barrel of oil or implementing new technologies that lead to new value-added product platforms, to name a few.  

One early example of this work was the development of a new pigment for automotive topcoats to replace a dying toner product.  By working closely with our Louisiana plant and Marietta lab colleagues, we were able to develop a product platform that has been able to adapt to our evolving customers’ needs.

Jimmy cut across the structural divisions in the company and  collaborated with both plant and new product teams in order to meet and exceed our customer’s expectations. The team constantly looks for methods and ways to achieve the objectives. One such method is the use of different milling technologies resulting in a smoother surface finishes  when mixing carbon in plastic/rubber. A prime example is the Long Gap Mill installed at our Korean plant.  With the LGM, the plant has grown both Specialty and MRG businesses with improved products that meet more stringent customer needs. Now there are two LGMs at Korea and six eACMs at other plants.

Other technology platforms that have been developed include:

1. NC3 and 4-Tunnel Jumbo Reactor Technology for yield improvement and reduced GHG emissions.

2. Classifying and Milling Technologies for ‘cleaner’ Specialty and MRG carbon blacks.

3. Large Tunnel Reactor for ‘cleaner’ Specialty blacks and flexibility to make both tread/carcass blacks on same reactor equipment based on market needs.

Innovation cannot be achieved in a vacuum. It is crucial to be in close contact with the plant, lab, and product people to find the limits of what works and what doesn´t work in order to push the technology envelope. It takes an Army for Innovation.

Moreover, to be a good innovator you must have a system view. Ideas can come from anyone in the system.  Sometimes a good promoter of innovation knows when to get out of the way and follow.

Simone Dalla Bona

QA Supervisor Innovation Ambassador

Italy

Sample Label Project Innovation

Prior to this project, the sampling process for the bull truck remained the same. Information was written by chalk in the jars which made it difficult to read and sometimes was sometimes erased, leading to loss of data. More, the data written was not uniform, consisting mostly of source information – where is the product coming from.​

In 2020, the team looked for a solution that would standardize the labeling process and make it easier to identify samples. Using input from all team members, a label was designed and is being tested. ​

Information like date, grade, truck # and sample # (For bulk truck) or batch # and HU # (For Big bags and bags) are manually inserted or directly extrapolated from the system. ​

When labels are ready, they are sticked on the samples, ready to be stored.​

In case of need, the QA team can look at the sample on SAP and re-track where it has been stored. Once found, the scanning of the QR code will validate the​ picking of the correct samples.​

A multicultural, multifunctional team was created to work in finding a solution. The team designed and developed a label in SAP for identifying samples. ​Using the new system, the sample stored can be easily scanned by the Quality department and other stakeholders. The new label:​

1. Provides standardized information​

2. Can be scanned to see what is inside the jars​

3. Easily scanned with mobile phone​

4. It’s integrated with the work system​

Currently, the project is still ongoing. There are some issues (label printer and label type) that need to be resolved before it is implemented. The type of sample being handled (plastic) requires modifications in the label sampling process.

The solution was designed and developed by  the Quality team. It is currently undergoing some minor revisions. Nevertheless, the anticipated impact is:

Using these labels will result  in faster, more accurate process to sample content in the jars.

It is a simple and elegant solution!

What are some of the gains?

TIME:  Imagine to “earn and save” about 5 minutes every time someone looks for a specific sample. This can happen several times per day, leading to a huge time saving for operations and when answering to customers.

Use of easy resources: Only a mobile phone is needed to track the info.

The solution has the potential to provide all the needed data for every type of sample.

Begin with small changes; when you start adding the small things magically you have a big change. Noticing the small problematic situation may bring awareness to big problems.

Listen and involve the operators. They see things that we may be unaware of.

ChulMin (CM) Choi

Asia Regional Manager, Specialty Blacks Process Development

South Korea

BCK Tread for Higher Yield

CM Choi is currently working in the Technology Group for the Specialty Blacks process development.​

About 12 years ago, when he was the production team leader of BCK, BCK had two big issues. One was that BCK was rapidly expanding its Specialty Black products. The problem was that BCK has only 3 production lines, but BCK had many types of products. It means BCK had to do a very frequent grade change. This condition greatly increases the workload of the fieldworkers. Another issue was that the feedstock price was very expensive, so BCK had to save the manufacturing costs, that is, BCK had to improve the yield of products. CM Choi wanted to solve these problems at the same time.​

The BCK team tried the replacement method of typical oil spraying nozzles in a new innovative way.

After defining the objectives, the BCK team built and operated the experimental reactor.

Objectives included:​

1. Optimize the current facilities ​

2. Improve the productivity by applying different mechanisms​

3. Improve lifetime of Reactors and APHs caused by less oxygen bypass during changing nozzle​

4. Reduce the costs by using one size nozzle and improve the nozzle stock management​

5. Improve the nozzle change work condition

CM Choi discovered a different way to add feedstock in a multi-gun and multi-plane design that substantially increases yield and production rates.​ An added benefit from this way is a reactor choke section with shorter oil guns making changing guns easier and giving it a longer refractory life. ​

This solution was a quick collaboration with the Technology Group of the head office and was achieved in a very short time bringing great success. Thisis being applied to all Birla Carbon plants.

Always try and challenge; we need to be ready to fail as well. We are not always successful.

Dmytro Shatkovskyy

Global Manager - Digital Marketing and Solutions

USA

Innovation in Digital Transformation

The company had not digital strategy and had very limited presence in that space. Dima’s goal was to develop the strategy and company transformation plan into digital, to enable Birla Carbon to drive customer centricity and business growth through multiple digital channels.

The initiatives build on applying innovation to shift the company’s work processes and its vision, from a mostly B to B to B to C concept.

Dima implemented more automated processes and dashboards to connect the organization. He brought in technologies, such as cloud software, Tableau and Project Management to the organization. He is been asked to lead the digital transformation journey at Birla Carbon. Working with his team, Dima developed the concept and the first model. Currently, the Digital Marketing team is working on the final changes and its rollout.

Digitally transformed the organization. Some achievements in the process:

1. Developed reporting mechanisms and dashboards that were adopted by the entire sales organization.

2. Configured Project Management software that enabled organization for a better global collaboration and reporting.

3. Brought in a Business Intelligence and Analytics vision.

Changes brought a shift on the company’s vision to B to C.

1. Shift led to more interest in products.

2. Developed digital campaigns to promote Birla Carbon in the marketplace”.

Digital Showroom: https://digitalshowroom.birlacarbon.com/

Don’t be afraid; be courageous and dare to make the change. Don’t be afraid to step out of your comfort zone. When you step out creativity starts.

Don’t be afraid of negative reactions and feedback. Don’t be afraid to use your background and former experience.

Keep learning yourself; ongoing learning.

Be passionate about what you are doing.

Gilles Moninot

Global Director Sustainability

USA

Continua™: Driving Circularity and Sustainability in Birla Carbon and other manufacturing industries

The team Gilles was working with was challenged to market and commercialize recycled carbon material from end-of-life tires. This posed a significant business challenge, since marketing a product as “recovered carbon black” suggests a low-cost alternative and is akin to “shooting ourselves in the foot”.

Gilles and his team realized that the new carbonaceous material required a different marketing approach than for our traditional carbon black products. A distinct brand associated with sustainability and circularity rather than technical performance was necessary. It was essential to convince customers to make that trade off.

This novel product positioning focused on the customer´s emotions rather than just on the traditional technical performance and price. Through the Continua™ brand, Birla Carbon turned the table and, contrary to recovered carbon black, is marketing its Sustainable Carbonaceous Materials at a premium.

Always challenge the status quo. Understand your customers, their expectations and the drivers behind those expectations. What works for a product line might not work for another.

Ademir Wilio de Macedo

Coordinator of Automation & Energy

Brazil

MAIN POWER SUBSTATION AND COGEN Digital solution

The main electrical substation had more than 30 years of operation, very old protection relays and obsolete controls. More, the high voltage switch was manual, unsafe and not conforming to new regulations. The production method being used lacked proper communication between the supervisory system and the equipment.

Ademir was tasked to finding a new concept of operation and providing a digital solution.

It was decided to find a different solution. Ademir designed a system that automatized and digitalized the process at the substation. The team digitized the system. The solution integrated operational, system and improving safety. The new concept made it very safe for employees to work on operations and maintenance.

The solution effectively solved the technological, operational and safety challenges. The improved system is more efficient and allows work to be conducted remotely and by more people.

The solution resulted in:

Safety for operators
Easy operation and maintenance
Fast operation: From 4 hours, down to 5 min!
Remote capabilities
Better overall performance of the system

Don’t leave your ideas in theory. Find ways to execute them.

Zachary Combs

R&D Director - Energy Systems at Birla Carbon GA

USA

Can Birla Carbon enter the Li-ion Battery market?

In 2018, the team saw an opportunity to investigate entering the lithium battery markets.

The team recognized the potential: Develop a carbon black product and accompanying application data that will provide entry to the Li-ion battery supply chain as a steppingstone to future products.

Response received: this is too different; we can’t do it. Took 6 months to come up with a well-defined plan and to produce.

First step involved research to create a business case. This meant evaluating markets, existing products and more. Research indicated that that all batteries used one carbon block (like grapes). The team questioned: While we are working in lithium, why don’t we design a carbon block  to improve the existing product?

Zachary worked with several teams to develop a plan for a product trial. The collaboration included CM Choi’s work in the Korean plant. CM’s team made adjustments to the reactors. First test, given the high structure of carbon black, resulted in all the problems that were predicted. It was high risk because of the cost involved testing the product.  The team persisted; went back to the drawing board; doing something new and tested it in June 2020. Result: created a new run product at large scale. Only a  year later, (February 2021) product was produced in a USA plant. In May 2021 there was a third production in Korea.

A completely new product created at Birla Carbon for the battery market. Resulted in a new commercial package for customers. Saw a market need  and acted on it. Opened the door to discuss the Li-ion Battery need.

The product has been tested with more than 50 customers. 

Flagship product entering the energy market.

Understanding the product cycle. Was a learning process in the creating of the new product.

Developed the process product in a completely different way.

PERSISTENCE and real belief in your idea. Important to have conviction of BCK to make sure we obtain buy-in, to have the right team/s, to understand how to communicate the commercial impact.

Roberto Ferreira

Brazil

Twin Tunnel Project

Roberto’s team required a new, larger production reactor in order to meet customer demand.
The older, smaller reactors were not meeting demand and their maintenance was costly.
However, creating a new reactor was expensive and the team didn’t have the budget.

The team was faced with two options:

1. Remain as is, and potentially lose business.
2. Try to do something different

Roberto’s team took up the challenge to generate a new design using the old reactors, adapting them to increase capacity. The new design took advantage of the existing choke and provided the axial flow. By making technological changes, the team cut the construction costs for the new reactors from $20 million to $500,000 per reactor.
The changes in old and small reactors did not replace the benefits of a new larger reactor. But, they are an alternative to improve capacity with lower investment.

 

By using existing resources and creating technological changes, the team saved millions of dollars while meeting customer demand and slashing maintenance costs. All this, without using external parts.
The new-old reactors are easier to run, easier to maintain and have increased capacity.

The technology team is considering using the solution for future Reactors designs that run with blast oil.
Savings of approximately 350,000 US$ per reactor per year!

Never give up, always keep trying to find a solution for your problems.

Birla working team

The stories represented in this exhibit are a impactful statement to the creativity and resourcefulness of Birla Carbon’s international teams. Each of the individual’s represented in this exhibit reflects the innovation culture that permeates Birla.

At SIT we say, “Don’t Do Innovation, Innovate In What You Do” We, the SIT team, were really impressed by the innovations, the different case studies at Birla Carbon. We could witness innovation in different aspects, different sectors, different positions different divisions along the company and across the company which is basically what innovation is.

We created this space because we want to celebrate the fact that we already do innovation and to share with the company the different type of innovation that is being done.

We also ask Birla Carbon’s colleagues that shared their innovation stories, the representative that came up with the ideas/solutions to give us a Tip to inspire more innovations and to become more innovative. Each brought very inspiring different messages. We are positive that following them can help the organization be more innovative, to have a sustainable culture.

These tips and stories together with SIT’s thinking tools and principles we will share during the event will help maintain the innovation happening in the organization and provide the mechanisms and a structured way to strengthen the innovation culture in the company.

The SIT teams looks forward to sharing our methodology in the sessions to inspire innovation and share best practices that can lead to more innovation occurring in a systematic, structured way.

Our tip:  Go and break some serious fixedness, challenge stubborn assumptions, subtract, rearrange and utilize existing resources at every turn! 

The SIT team

SIT team

Innovation Experts

"We cannot solve our problems with the same thinking we used when we created them".

  Albert Einstein

sitsite
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