Sameer Mahapatra - A friend I lost at work

After leaving HCL eServe, I completed my MCA and began the challenging journey of job hunting in Bangalore. Despite my experience, finding a job proved difficult. I applied to LogicaCMG, a UK-based company known as the "yellow company" in Europe, using my recent postgraduation as a fresh graduate. In October 2005, I was select

ed. Among many graduates in our batch, we received training in various technologies. I was part of UniCORN, a group of 30 people trained in Unix, C, and Oracle, with most of us moving into Telecom projects. There were also  Microsoft batches and  Java batches, one of which was called ANTS. The three-month training period was filled with learning and fun, and we forged strong friendships.

Our HR manager, Sameer Khanna, played a crucial role in making our training effective. Alongside the then CEO Rahul Patwardhan and Christina from HR, they ensured we received the best possible training. Sameer Khanna was loved but was a strict one and often treated like a principal in the college.

One day, while standing in the corridor, a batchmate greeted someone behind me with "Hello Sameer." Expecting Sameer Khanna, I turned around and saw a charming, teddy bear-like boy with a warm smile. He introduced himself as Sameer Mahapatra from Orissa. Our friendship blossomed from that moment, and he always greeted me with a warm hug. His constant smile and warm personality made him endearing. He liked me for no apparent reason and always found time to spend with me, sharing funny stories and laughing heartily.

Out of the 130 people in all the batches, Sameer and I were among the few who stayed with the company while others moved on. Despite occasional onsite assignments or the COVID work-from-home period, we met almost daily in the office, sharing small chats and warm wishes. Each meeting felt like a refreshing new beginning, and we always hugged each other. He often talked about his family, wife, child, and sister. I vividly remember his joy during his sister's marriage. Every time we met, we introduced our colleagues to each other with high regards for each other. He was one such person with no expectation on the relationship.

Last week, we went to pick up some cold-pressed pineapple juice. Another day, he asked me to check a dent in the petrol tank of his Enfield Bullet. I took a small ride in the parking lot to ensure the vehicle was fine. He wanted to ride my Bullet, but I had left my keys at my desk. On a day when I was feeling down, he encouraged me to stay happy and continue my exercise routine, which I had stopped. He shared a story from his youth about skipping an entrance exam to watch a movie because he wasn't interested in the exam.

Normally, we parted at the reception, with me heading to my seat on the first floor and him to the ground floor. Last friday, I felt the urge to spend more time with him and went along with him to his seat. He showed me his spot, G077, a hot seat that could be booked and used by any one. He talked about the flexibility of our new office policy, allowing us to come in only two days a week post-COVID. We joked about finding seat 007, which turned out to be a media room. We smiled at each other, saying someone should sit there. He told me that I should should be the one who is sitting there with a large laugh. 

Yesterday, a colleague, Biswajit called me on Teams with devastating news: Sameer had passed away. He had felt throat pain, vomited, and started feeling unwell at home. Despite being rushed to the hospital, he passed away on the way. I couldn't think of anything else for the rest of the day. I walked to seat G077, where he had shown me last, and saw someone else sitting there, engrossed in her work.

My dear mottabhai, I loved you from the moment I met you and will continue to do so in your absence. I have lost your warmth forever and someone who truly loved me unconditionally. Your love will always remain in my heart.

Making Innovation Affordable: The Power of Prototyping and Intermediate Productization

 Bringing a new, innovative product to market often appears costly due to the significant investment required in effort, security, patents, resources, and time. Achieving profitability typically hinges on mass production, but if the product fails to succeed, it can lead to substantial losses. One way to mitigate this risk is through intermediate productization and monetizing prototypes.

The Concept of Intermediate Productization is what we need to consider. To make research affordable and prototypes profitable, we can look at practices evident in many Chinese products. While the ultimate goal might be to create something substantial, prototypes are often used to develop smaller items, and the underlying ideas are sold to various other products. This approach not only monetizes research and prototypes but also makes R&D more affordable and sometimes profitable.

Chinese Toy Market: The Chinese toy market leverages half-completed research to produce mass-market items. These products can range from communication devices and lighting to lightweight gadgets. The initial aim might be to develop an engineering robot or software for a large application, but the prototypes are customized and repurposed for entertainment and toys. This strategy not only monetizes research and prototypes but also makes R&D more affordable and sometimes profitable.

F-16 Flight Simulation Software: An example that comes to mind is the F-16 flight simulation software, initially developed for pilot training. It was later transformed into a game, which was purchased by people worldwide, making the overall solution more affordable and reducing training costs for real pilots.

Consumer Electronics: Many consumer electronics companies release beta versions of their software or hardware to a limited audience. This not only helps in gathering real-time feedback but also generates revenue that can be reinvested into further development. For instance, companies like Apple and Google often release beta versions of their operating systems to developers and enthusiasts, who provide valuable feedback while also paying for early access.

Automotive Industry: In the automotive industry, manufacturers often release concept cars and limited-edition models to gauge consumer interest and gather feedback. These prototypes are sometimes sold at a premium, helping to offset the costs of research and development. Tesla, for example, has used this approach with its Roadster and Cybertruck models, generating significant pre-order revenue that supports further development.

As a result, the final product is often less expensive compared to competitors. Additionally, early test results from prototypes released in different forms provide real-time feedback on usability. This strategy is universally applicable and should be adopted more widely.

New entrepreneurs and the service industry should consider these concepts to make their services more affordable for clients. By leveraging intermediate productization and monetizing prototypes, businesses can make research and development more sustainable and profitable. This approach not only reduces the financial risk associated with innovation but also accelerates the time-to-market for new products.