Our team was divided—some focused on innovation, others on market demands. Instead of taking sides, I fostered open discussions, ensuring every voice was heard. Together, we aligned on a shared vision to balance immediate needs with bold ideas. We prioritized features that met market demands while incorporating innovative elements. By launching a minimum viable product (MVP), we gained valuable user feedback to refine our approach. Celebrating milestones kept the team motivated and united. In the end, we delivered a product that excited customers and showcased our creativity—a true reflection of collaboration, trust, and shared success.

Balancing innovation and market demands requires a clear strategy. Start by defining priorities—short-term market needs or long-term innovation goals—and align the team using clear KPIs. Allocate resources wisely, e.g., 70% to market-driven tasks, 20% to incremental innovation, 10% to experiments. Use customer feedback to show how innovation solves real problems and integrate both into a hybrid roadmap. Finally, foster open discussions to align perspectives and use a risk-reward analysis to prioritize effectively. Innovation and market demands can complement each other when approached strategically))

The balance between innovation and market demand can be interpreted as offering solutions according to the needs of customers, satisfying their expectations and continuous improvement, contributing to innovation at all times.

At Fanera, we balance innovation and market demands by fostering open communication and data-driven decision-making. We encourage team discussions to align on priorities, using market research and user feedback to guide our direction. By piloting innovative ideas on a small scale, we test viability while meeting market needs, ensuring a collaborative approach that satisfies both creativity and business goals.

A strategy approach that prioritizes both creativity and pragmatism is necessary to strike a balance between innovation and market demands. Open communication can promote understanding between team members and help them focus on common goals. A hybrid roadmap creates a win-win situation by ensuring that innovation flourishes while satisfying market demands. Making decisions based on facts is essential; market research and consumer feedback offer direction and clarity, lowering risks and boosting alignment. In my experience, striking a balance between these priorities involves collaboration rather than compromise, where creativity is adapted to meet practical needs, guaranteeing team happiness and product success.

As much as one would like to ensure balance the two the fact remains that if the market demands remain unmet then the innovation bus will get derailed. I certainly will sit with both the teams jointly and ensure that - The the innovative team understands the importance of meeting the sales demand in s critical to keeping the operations afloat and generates a reasonable margin to fund the innovation division Conversely the sales team will be impressed on the need for innovation imperative to ensure that stagnation is avoided. Once both the teams understand the symbiotic dependencies it will become much easier to develop a road map that is acceptable to them.

To balance innovation and market demands, consider these innovative steps: 1. Pilot Projects: Implement a trial phase where a small-scale innovative solution is tested for its market feasibility. 2. Cross-Functional Collaboration: Form a task force with representatives from both sides to co-develop solutions. 3.Customer-Centric Innovation: Focus on innovations that directly address pain points or enhance user experience. Highlight how these solutions meet market demands, fostering consensus. 4. Open Innovation Framework: Collaborate with external partners (startups, universities, etc.) to bring fresh perspectives and integrate solutions both innovative and market-relevant

In an organisation or a country like India: the typical percentage of adult population less Retired people is:-: 1. Innovators: 0.001% 2. Entrepreneurs 0.009% 3. Businessmen 0.09% 4. SelfEmployed 0.89% 5. Pro Athletes 0.01% 6. Employees: 89% 7. Sick/Differently Abled 5% 8. Psychologically Disabled unemployable 5% Thus about 90% efforts may go into Every day ongoing Businesses 10% efforts may go into Innovations and Startup Enterprises

We created positions, processes and metrics exclusively dedicated to business development and other resources, processes and metrics to manage the existing business.