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Chapter 7: Conclusions
The present research has made an attempt to build an understanding about technology
foresight concept and different foresight exercises. The technology foresight is a
process involved in systematically attempting to look into the longer-term future of
science, technology, the economy, the environment and society with the aim of
identifying the areas of strategic research and the emerging generic technologies
likely to yield the greatest economic and social benefits. The present foresight
exercise has its time hori'zons as 2015 and 2020.
Foresight is related to policy as well. It is important to stress that foresight is not as
same as technology forecasting. Technology forecasting, after enjoying some
popularity in the 1960s and early '70s, fell somewhat into disrepute, following the
general failure to foresee the 1973 oil crisis and its effects. During the second half of
the 1980s, interest shifted towards foresight or Ia prospective. This had a different
philosophical starting-point from that of traditional predictive or extrapolative
forecasting. The latter assumes that there is one, unique future. It is then the task of
the forecaster to predict, as accurately as possible, what this will be. By contrast, with
foresight and Ia prospective one assumes that there are numerous (or infinite) possible
futures. In other words, foresight involves a more 'active' attitude towards the future;
countries, organizations and indeed individuals have the power to shape the future
through the decisions they make in present.
Further, review of different foresight exercises reflects that technology foresight
exercises contribute to the five Cs: Concentration on the longer term, improved
Coordination of the visions, intentions and actions of stakeholders, Consensus on
areas that seem promising, Communication about societal needs and opportunities in
science and technology, and Commitment to the implementation of policies that may
be appropriate in the light of the exercise. These exercises are related to five
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generations of the foresight. The countries who have initiated foresight exercises or
activities are classified or grouped on basis of application of foresight approach and
foresight initiatives undertaken, in four categories as Champions, Leaders, Learners,
and Followers.
The evidence from all the foresight exercise suggests that there are three kinds of
foresight method in use. These are qualitative (17), quantitative ( 6) and semi
quantitative (10). These are presented as 'foresight diamond' based on their
capabilities to gather or process information based on evidence, expertise, interaction
or creativity. Therefore, SWOT analysis, STEEP analysis and Mini-Delphi methods
are found to be appropriate options as foresight methodology for current foresight
exercise for dairy industry in India.
From an industrial perspective, the motivation is specific for such kind of exercises.
Here, the situation is that companies operating in the 'network economy' have to
manage interfaces with customers, suppliers, collaborators, regulators and other
stakeholders. Foresight offers a means of creating a shared strategic vision which has
the potential to reduce the uncertainty involved in innovation.
Technology foresight can provide an opportunity to explore the plausible future of
dairy sector and then set to achieve that through appropriate policy initiatives. As
earlier agreed, the concept of foresight does convey that there can not be single future
of dairy sector. Therefore, to achieve desired future it is required to identify the major
trends, drivers, actors and factors of the dairy sector. Further, it needs to setup priority
for research and development, technology transfer and diffusion, investment,
sociological and political agendas, and governance and trade policies.
Therefore, the understanding of technology foresight sets on stage to look
systell?-atically into long-term perspective of dairy industry in India for identification
of areas, issues and emerging technologies.
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The application of foresight approach in dairy industry in India has identified and
analysed strengths, weaknesses, opportunities and threats of dairy industry through
SWOT analysis. Strengths and weaknesses are the internalities of the present situation
of dairy industry within the country. Opportunities and threats are the externalities of
the future situation, not only within the country, but also expected from outside the
borders.
Strengths of the Indian dairy industry are Largest milk producer in the world with
highest milk production growth, Emerging competent regulatory system and
authority, New Food safety and Standards law and authority, Strong institutional set
up and Technical and skilled human resource, 'Strong successful cooperative
movement' and National Milk Grid. Further, weaknesses are largest numbers of
livestock with low milk productivity , small dairy herd size with lack of efficient
dairying practices, poor veterinary and animal health services, lack of efficient cold
chain, challenge of quality raw milk collection, lack of data and information
availability on dairy sector, weak organised retailing, and low efficiency of
cooperative dairy plants. On the other hand, the identified opportunities for the diary
industry are large market and investment opportunity, increasing quantity of available
milk for processing, increasing income level of consumers, changing life style and
preference for milk and milk products, increasing number of adult consumers,
untapped indigenous milk products market, and low cost human resource and
employment generation. Additionally, the dairy industry faces some threats and
challenges as well. The food safety is a major concern in India from the clean milk
production to final consumption by consumer the whole chain has too many potential
points of microbial and chemical contamination. Some additional threats are
unfriendly WTO regime and Imports from other countries, poor practices in process
of use of drugs and pharmaceutical for animals, and drought and flood.
Further, application of STEEP method has produced a numbers of drivers which drive
the dairy industry in India. The major sociological drivers are favorable
demographical change, dairy products as a culture, vegetarian culture, milk sweets as
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a common gift, and convemence and health consciousness. Whereas identified
technological drivers are Indian dairy products technology, Packaging technologies,
Transportation technologies, Cold chain and low temperature technologies, Probiotic
and Nutraceutical product technology, and ICTs. Further, large domestic market
demand and dairy products, economic slowdown VS growth, investment, marketing
and emerging retail chain are the economical drivers which will drive the dairy
industry. Additionally, Green house emission, global warming and climate change are
some of the environmental issue with may affect the dairy industry. Finally, some of
the political factors in dairy industry are elections in cooperative, political parties'
participation in elections of cooperative and political interference in cooperative
system. The political will and devotion for setting up and formulation of future food
regulatory system, dairy policy, R&D policy, investment policy, financial support
package for the dairy sector will drive the dairy sector.
The dairy industry has been developed through consistent efforts and application of
science and technology during pre and post independence period of India.
Consequently, India has become leading milk producers in the world with 104 million
tonnes in 2008-09. In this context, the present work has analysed the two rounds of
Delphi survey responses to explore the future of the dairy industry in for medium time
horizon.
It is evident that the dairy industry has been growing at an average 4% during last
three decades. This trend is likely to be moving towards higher level in future. The
two rounds of Delphi survey have come out with significant results. The dairy
industry growth will be driven by a number of drivers. Four most important growth
drivers of the dairy industry by year 2015 are private investment, cold chain
development, cooperative investment, and market mechanisms. With same level of
percent agreement on fifth position, there are four growth drivers such as food safety
policy, extension system and farner's training, international trade regime, and milk
processing technologies by year 2015. Further, two out of five most important growth
drivers in year 2020 are market mechanisms and cold chain development in
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descending order of level of percent agreement. In addition, four growth drivers such
as private investment, packaging technologies, educational institutes and R&D, and
cooperative investment are most important for growth of dairy industry in India.
Dairy sector as a whole faces a couple of difficult and challenging issues at present.
Without an iota of doubt, industry will face many of the present crucial issues which
create trouble for higher growth and expansion of dairy sector in overall share of
GDP. The five most crucial issue of dairy industry in year 2015 are, expected to be,
quality milk procurement, productivity of the milch animals, quality veterinary health
services in rural or at farm gate, enhanced shelf life of the milk and milk products, and
future dairy cooperatives structure and their realignment. On the other hand, quality
milk procurement, productivity of the milch animals, food safety, quality veterinary
health services in rural or at farm gate, and healthy food for consumers came into
view as five most crucial issues in year 2020. Food safety, food standards and
regulation, national food safety policy, and milking machine and mechanisation of
farms could be significant issues by 2015. Food standards and regulation, national
food safety policy and use of milking machine and mechanisation of farms are also
significant issues for dairy industry by 2020. The issues have to be managed through
innovations in the sector.
The dairy industry is driven by innovations at products, process, organisational and
institutional level. However, presently most prominent is product innovation. A wide
product mix of indigenous milk products is provided to consumers. Various Indian
dairy products are manufactured through application of advanced technologies which
was not the scenario two decades earlier. When it comes to identifying the source of
products innovation then some key drivers of milk product innovation are surfaced.
Five most important product innovation drivers are health benefits, prices, microbial,
chemical and physical safety, packaging, and preservation and naturalness by year
2015. Five years later, 2020, the group of five most milk product innovation drivers is
slightly different to drivers in 2015. Health benefits, packaging, and preservation and
naturalness, and microbial, chemical and physical safety are crucial driver of product
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innovation in year 2020. In addition, three innovation drivers of equal level of
agreements are organic, advertisement and publicity, and price of the products in the
same year. In recent time, a couple of innovations around the dairy sector have
triggered the demand in the market.
The market of milk and milk product is expanding at more than 7% per annum.
However, the relative demand of the milk products in India by 2020 would be
changing from the present scenario. There will be some dairy products which will
have very high market demand by year 2020. These are ranked in range of 5 and 6 on
scale of 7 for their market demand. These are dahi, misti dahi, probiotic milk
products, and ice cream. In second group, the products, which will have high market
demand by year 2020, are ranked between 4 and 5 on scale of 7. The names of such
products are paneer, chhachh, lassi, yoghurt, ghee, and sweets. Third group with
moderate to high demand are ranked in range of 3 and 4 on scale of 7. These products
are cheese, butter, flavoured milk, dairy whitner or coffee creamer, and chhana.
The whole scenario of market demand, critical technologies, milk product innovation,
managing important dairy issues and dairy industry growth drivers will make changes
in present pattern of milk processing. Presently, organised sector processes around 17
percent of the total milk production. The organised dairy sector will be processing
20% and 30% of total milk production by 2015 and 2020 respectively. Both organised
and unorganised sector will be processing 50% and 53% of total milk production in
India by year 2015 and 2020 respectively. But this also depends on available
appropriate technologies and investment.
The critical technologies, for dairy industry, provide direction and shape the market of
milk and milk products in India. Critical technologies are most important or frontier
technologies of a sector. Five most critical technologies of the dairy sector by year
2020 are packaging technologies, artificial insemination technologies, biotechnology,
cold chain and low temperature storage technologies, and preservation technologies.
In addition, there are five additional critical technologies identified for dairy sector by
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year 2020 such as Nutraceutical and functional food technologies, indigenous milk
products technologies, embryo transfer technology, information communication
technologies, milk and milk products testing technologies. These technologies have
played a crucial role for growth of dairy industry. These technologies will have grater
role in future as well. These technologies have to be developed by the R&D institutes,
cooperatives and companies. The process for development of some of the critical
technology is shaped up by R&D institutes in food sector such as CFTRI and NDRI.
It is up to the capabilities of such institute that can provide direction to future of the
dairy industry. Therefore, their role will be crucial for shaping up dairy industry in
future.
Thesis, further, focuses on study of role ofNDRI and CFTRI in Indian dairy industry.
The institutes have been studies from their capabilities perspective, ability to
contribute to society in terms of different indicator, and mechanisms of TT and
problem ofTTM.
The origin of the NDRI can be traced to the needs of British Indian military
(including Britishers, who were present at that time) for milk and milk products and
some specific government decisions. It is evident from then British India Government
efforts 1) to establish the Imperial Bacteriological Laboratory in 1889, 2) first
importation of Ayrshire stock in 1907 with an aim of better productivity, 3)
conducting a preliminary study concerning the composition of milk produced by
indigenous cows and buffaloes in 1914, 4) appointing William Smith as an imperial
Dairy expert and his recommendation to establish a training centre to meet the
manpower requirement for managing the farms on scientific lines and 5) first
livestock census of India in 1919, and 6) setting up Imperial Institute of Animal
Husbandry and Dairying at Bangalore in 1923. Decisions based on recommendations
from William Smith in 1919, Royal commission on agriculture in 1928, Wrights
in 1936, and Dr H.D. Kay have shaped the goals and objectives of setting up Imperial
Dairy Institute (later name changed as National Institute for Research in Dairying)
and shifting to Kamal with a new name National Dairy Research Institute. The NDRI
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assumed it objective of research and training manpower for dairy sector, as
recommended initially by William Smith and later by government of India.
The institute has developed its infrastructural capabilities which consist of central
facilities such as Livestock Farm, Fodder Farm, Animal Breeding Complex, Animal
Health Complex, Model Dairy Plant, Experimental Dairy Plant, Consultancy Unit,
Library and National Bio-informatics Centre, Computer Centre, Estate Section and
Maintenance Engineering Section. The Institute has strength of 160 scientists, 342
technicians, 186 administrative and 771 supporting staff during 2007-08, whereas 17 6
scientific, 365 technical, 172 administrative I ministerial and 788 supporting staffs
were during 2006-07.
Institute, under the given mandate, takes all the activities such basic and applied
research in the area of dairying covering Production, Processing, Economics and
Management, developing dairy farming systems for different agro-climatic conditions
and demonstrate models for transfer of technology, organising and conducting
programmes at under-graduate and post-graduate levels in various branches of dairy
science, organising short-term specialised training programmes and vocational
courses, collaborating with national and international agencies for dairy R&D,
providing consultancy to dairy industry, dairy farmers and other dairy development
agencies, and acting as a referral centre on dairy research.
Institute has filed about 60 patents during last one decade_ Further, approximately 71
technologies assessed and transferred along with 11 technologies commercialised
between 1999 and 2007. Further, it has provided total 2075 consultancies for different
fanners, government agencies, industry, NGOs, and international agencies.
Consequently, it has produced revenue of Rsl55.38 lacs during 1999-2007. In
addition, NDRI has published 1162 total numbers of publications till March 2009.
There are 301 papers out of total 679 which have received atleast one citation and 379
papers without any citation in considered period between l999 and 2008. In addition,
it could develop 103 linkages with national and international agencies other than
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universities, national departments, ICAR institutes, and under NATP during ten years.
It has awarded 212 PhDs, 176 graduate and 505 post graduate degrees between 2001
and2008.
NDRI has strong role and capability in churning out trained manpower for industry.
The Institute provides high quality education in the field of dairying. The NDRI is not
only an important contributor of manpower in dairying required at State Agricultural
Universities (SAUs) but also it plays an important role in enhancing the teaching
capabilities of SAUs dairying faculty. The dairy industry owe significant
contributions from NDRI in form of technology, innovation, knowledge, human
resource development, animal breed improvement, shaping of dairy science and
business.
The evidence suggests a weak capability of the NDRI to transfer and commercialise
technologies, which it has developed, related to Indian dairy products, whey products,
microbiology and testing, enzymes, processing, animal breeding, animal feed and
fodder, and dairy engineering . The lack of availability of expertise in technology
transfer {TT) with NDRI is directly related to success at TT and technology
commercialisation {TC). The poor performance on TT and TC proved that NDRI
faces challenge of efficient TT and TC institutional mechanisms. On other hand, case
of CFTRI has different contextual development path.
The Bengal famine of 1943, and the ravages ofthe Second World War, awakened the
Government and the whole nation of India to this grave, scientific 'realisation,' like
no other calamities ever before. It was realised that the key to food security in India
lies in the right intervention of science & technology, particularly of the indigenous
kind, to conserve & preserve and process & distribute their available food resources.
Consequently, the Industrial Research Planning Committee of the CSIR (under the
chairmanship of Sir Shanmukham Chetty) and the Food Industries Panels of various
Ministries of the Government of British-India proposed, in 1943, to setup a Food
Research Institute, as part of the CSIR chain of national laboratories. The
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recommendations and proposal were accepted in principle only after independence of
the country by the Governing Body of the CSIR in February 1948. Consequently,
CFTRI was set up as part of CSIR by merging Indian Institute of Fruit Technology
and declare open in 1950 at Mysore.
Institute has focussed on development of low-cost and cost-effective technologies,
utilisation of indigenous raw materials and bio-friendly technology, high-level pursuit
of total technology underlining the need for food safety, health and nutrition to one
and all. The CFTRI vision clearly emphasises on technological application in
industry, self financing for R&D through a paradigm change, competitive and high
quality R&D and services, and transferring the science and technology for societal
development driven by a strong world class institute.
Research institutes have rigorously been pursuing the process of education, research,
extension and technology transfer and diffusion under given mandate and assumed
VISion. It has been promoting the development of food industry through inter
disciplinary, innovative and state-of-the-art solutions. The CFTRI has evolved a
strong R&D capability which is evident in terms different out put of the institute. One
of them is number of patents filed and granted to the institute. The numbers of patents
filed were 598 and 314 in India and abroad respectively during 1999 to 2008. The
number of total patents filed by the institute has continuously increased till the year
2006. However, it has further declined during 2007 and 2008. The trend indicates
declining annual productivity of the institute.
The CFTRI has a strong strategy for transfer of technology which it has developed
and improved them through innovations as a major innovator. It has commercially
released 387 technological processes to different parties between 200lto 2008.
Further, it made ready 132 technological processes for commercialisation during the
period. The institute attracts a good number of technology receivers. Therefore, it
suggests a significant impact on industry through technology transfer and interlinking.
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It has provided 249 technical consultancies to clients between 2002 and 2007, which
mean an average 50 consultancies per annum. Additionally, the institute has provided
an average 1000 counselling services per year during five years period from 2002-03
to 2006-07 that are equivalent to more than 4 average counselling on each working
day. This shows a remarkable role of the CFTRI in delivering every day to its clients
from food industry.
CFTRI has published 2824 total numbers·of publications tilll1 th March, 2009 in areas
related to dairy and non dairy sectors. The per annum paper publication rate (PPR)
between 1954 and 1958 was 0.8 papers which has reached 159 papers during the five
years period 2004-08 for CFTRI. It can be said a good performance of research
institute in Indian context.
One remarkable fact emerged that NDRI has major focus on Veterinary through
publishing 453 papers where CFTRI could publish only 4 papers. On the other hand,
CFTRI has published 595 papers in Chemistry as compare to 14 by NDRI. Therefore,
NDRI has more focus on dairy industry where as CFTRI on non dairy industry areas
of the food processing industry.
It has facilitated 89 PhD degrees, awarded by different universities in country during
2002 to 2008. Further, institute has awarded 156 MSc Food Technology degrees
between 2001 and 2008. Additionally, 3920 number of persons from industry
benefitted through short term training programmes. Therefore, institute has crucial role
in training the human resource for food processing sector mostly in non dairy areas.
The dairy industry owe a significant contributions from CFTRI and NDRI in form of
technology, innovation, knowledge, human resource development, animal breed
improvement, shaping of dairy science and business. Research institutes have
rigorously been pursuing the process of education, research, extension and technology
transfer and diffusion under given mandate and assumed vision.
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Above results suggest that modem dairy innovations emerge from the research and
university system and are adopted by industry as a process referred to as 'bench to
bedside'. As government supported institutions, there is need to meet the expectations
of the public, through new technologies and new improved processes and methods.
The process through which these expectations are met is called 'technology transfer'.
These advancements are persistently correlated to economic progress and social
benefits of end users. However, research from university and institutes is not easily, or
even successfully, transferred to industry. To attain this objective the 11th five year
plan has also stressed on strengthening academic-industry interface and public-private
partnership e in dairy sector. The plan has setup priorities such as movement of
technologies from the laboratories to market place through technology transfer and
new venture creation, and enhancing mobility of science and technology
professionals. Therefore, mechanisms of technology transfer become significant.
In this background, major TTM for university technology are identified from
literature such as exchange program, joint venture of R&D and joint research projects,
collegial interchange, conference, publication, university-industry cooperative
research agreement, Licensing, contract research, science park, research park,
technology park or incubators, training, new start-up or spinoffs, extension
programmes, and technology donations .
Further, the mechanisms of transfers of technologies employed by CFTRI are
Licensing, technical assistance, Sponsored Research projects, Consultancy, New
Start-up ventures, Extension, Formal exchange, Cooperative and/or collaborative
R&D, Formal dissemination of research results (e.g., conferences, seminars,
publications, trainings), and Informal discussions and sharing of research results.
Certain TTM such as science park, research park, technology park or incubators,
technology donations, Personnel exchange, and Private-sector uses government
funded facilities are never adopted by CITRI.
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On the other hand, formal dissemination of research results (e.g., conferences,
seminars, publications, and trainings), extension, licensing, technical assistance,
incubators, cooperative and/or collaborative R&D between NDRI and the
private/public, and New Start-ups venture are some of the important TTM employed
by the NDRI. However, certain TTM are not used by the institute such as Informal
discussions and sharing of research result, Technology Donations, Private-sector uses
government funded facilities, and Personnel exchange.
The mechanisms of TT are institute specific, as interviews and survey results suggest,
which have their origin in institutional structure, mandate, objectives, area of
research, controlling rules and laws on TT, institutional culture, leadership in the
institute, attitude of scientists and researchers, opportunity for involvement of
technology developer and transferrer, firm's behaviour towards institute and it's
technology, available expertise on TT with institute, IPR policy, structure of TTO,
overall national science and technology policy and available funding.
The relative effectiveness of various TTM was measured in terms of relative ranking
on scale of 5. Contract research, Licensing, and Consultancy and technical services,
are most effective and excellent TTM for CFTRI. Additionally, collaborative research
and Training are two more TIM which are highly effective for the institute. Fina1ly,
extension programs, seminars, workshops, conferences and publication are good
TTM.
The most effective TTM among all for the NDRI are Collaborative/Joint Research,
Consultancy and Technical Services, Students Projects and Work Terms in Industry,
and Seminars, Workshops, Conferences and Publication. However, licensing is a
TTM with an average effectiveness.
There are certain factors which have important role in transfer of technology, in case
of CFTRI and NDRI. There are some specific factors such as institute industry
interaction and partnership, stakeholder involvement, technology transfer office,
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sharing of royalty, top management and institutional culture, policy and regulatory
system, spin offs, and attitude of firms toward research results.
Both the institute have been facing barriers for technology commercialisation. Some
of the important barriers for the CFTRI are absence of incentives for TT activities,
more focus on patenting and less on commercialisation and licensing, perception of
research as too academic, non risk taking behaviour of firms, constraints to negotiate
price, terms and condition of project, and information gap between technology buyer
and developer. NDRI has been facing some important barriers in TT like technology
transfer activities with no incentives, inappropriate laws and policy, low risk taking
ability of firms, patenting more focussed rather technology commercialisation,
information gap between buyers and supplier, and lack expertise in TT.
Technology transfer can be enhanced in both the institutes through more industry
institute interaction, sharing of royalty, taking up morejoint projects and partnerships
and constant communication.
There is direct relationship of effectiveness of mechanisms of TT with university,
types of technology, nature of sector, country, IPR and legal system, science and
technology policies, and perception of industry. Therefore, for coming to a fuller
understanding of the forces shaping the long-term future which should be taken into
account in policy formulation, planning and decision-making, foresight approach will
be highly useful.
Foresight program is likely to infuse futuristic long-term thinking for all the issues on
hand with government of India. It will inculcate futuristic thinking culture in place of
reactive thinking in policy makers and decision makers in government departments in
India. It has capability to bring together government departments, science and
technology R&D institutes and councils, industry, universities, labours and farmers
organisations, and other stakeholders, who are related to each other in a highly
fragmented way. Such a program will support strategic thinking and help departments
to formulate innovative policies that can withstand the inevitable changes that the
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future throws at all the Indians. Hence, it can be stated that technology foresight is a
process for "attaining competitiveness" in an innovation system. Therefore, foresight
program can help the government to strike the right balance between long-term
thinking and tackling issues that need immediate attention. Foresight studies and
exercises have great potential to help all stakeholders of the science, technology and
development in shaping and creating the desired future.
Presently India suffers from policy deficit which can be fulfilled by a comprehensive
national foresight program. Equally as important as these outcomes, is the foresight
process itself, which can take into account the need of national development goals.
Concluding Observations
There is a need to explore the area of foresight studies and apply this approach in
India comprehensively for further research by future researchers and academics22.
India needs strong regulatory and policy environment for enhancement of technology
commercialisation from Universities and Research Institutes funded by Government,
in part or fully.
Industry-Institute should evolve better mechanisms of technology transfer for
successful technology transfer. There is a need for India to trained human resource in
futuristic thinking, and foresight methods and approaches.
The foresight exercise conducted with time horizon till 2015 and 2020 has revealed
interesting results as follows.
22 India needs to set a National Foresight Programme .To pursue national interest government of India needs to consider a process wherein systematically priorities can be decided through involvement of all the stakeholders. The National Foresight program should be aimed at helping in identifying those sector specific technologies and technology trends that will best improve the quality oflife of all Indian citizens over the next 10-20 years. The program can encompass technologies that impact on social issues and wealth creation through product or process development. Further, it should aimed to develop consensus on future priorities amongst the different stakeholders in sectors like agricultural, industrial, socio-economic or service; co-ordinate the research effort between different players within such sectors; reach agreement on those actions that are needed in different sectors to take full advantage of existing and future technologies. Finally, it must help the process of 'wiring up' the national innovation system in India.
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Foresight exercise analysis suggests that Indian dairy industry is likely to face
challenges of food safety, quality milk procurement, cold chain, productivity, quality
veterinary health services, and value addition in medium to long term time horizon
(2015 to 2020).
Dairy Industry and research institutes needs to focus on critical technologies
(packaging, cold chain, preservation, biotechnology and AI), by 2020, of the sector
for their development and transfer according to needs of the dairy sector.
Innovation will drive the futures of the dairy industry in India. However, to drive
innovation dairy industry needs to focus on health benefits, price, microbial, chemical
and physical safety, packaging, and preservation and naturalness of the milk and milk
products.
Indian dairy products have great scope and future in India. Therefore, dairy industry
can focus on this segment of the dairy products for better growth and results.
Future of the relative share of private and cooperative players in organised dairy
sector and declining size of unorganised sector suggest larger role of private
investment in Indian dairy sector. Therefore, dairy sector has great pulling force and
attraction for private investment from India as well as abroad.
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