Innovation Must Be Purposeful, Not Just Change for the Sake of Change

Eveready has been a household brand in India for over a century. When you first stepped into the role of CEO, what was your initial impression of the brand’s legacy?

I found the brand to be deeply connected to Indian households — something that generations have grown up with. For me personally, it also carried nostalgia; its iconic “Give Me Red” campaign was almost cult-like, symbolising a sense of liberation and power. Stepping into such a brand came with a huge responsibility. It had trust, quality, consistency and massive reach. But the critical question was: what got Eveready here, would it also take us forward into the next decade?

Legacy brands often face challenges in staying relevant with younger generations. How has Eveready coped with this while maintaining its essence?

That was indeed a major challenge. Older, loyal consumers continued to resonate with the brand, but the younger generation — Gen Z and many millennials — did not share the same nostalgia. Their device usage had evolved: from simple remotes and clocks to high-tech toys, gaming consoles, medical devices and smart remotes, all of which demand higher battery power.

This led us to evolve from the zinc-based “Red” batteries to the more powerful alkaline “Ultima” batteries. An alkaline battery can last three to four times longer, depending on the device. We launched Ultima as a sub-brand focused on younger consumers and power-hungry devices. Two years later, we are happy that it has grown well and connected with the new generation.

With your diverse experience across FMCG, retail, and consumer goods, how has this shaped your approach to innovation at Eveready?

My career spans three phases — FMCG, retail and consumer durables.

FMCG taught me agility: spotting trends, rapid product development, consumer validation and faster go-to-market cycles. You can experiment with direct-to-consumer (D2C) channels before scaling up.

Retail emphasised consumer experience at the point of sale and how that influences purchase decisions.

Durables focused on service and post-purchase assurance.

Bringing all three together means: launch quickly, make it appealing at retail, ensure the product delivers so consumers return, and stand behind the product with assurance. That holistic approach defines how I drive innovation at Eveready.

Can you share an example where Eveready’s deep-rooted heritage sparked a fresh innovation?

Yes. One strong heritage product is our iconic “Jeevan Sathi” torch, especially valued by India’s farming community. Farmers often spend long nights in the fields, and battery or charging failures could leave them in darkness.

Drawing from this insight, we developed the Eveready Hybrid Torch — India’s first dual-powered flashlight that works both on batteries and via charging. This ensures farmers are never without light, even if one power source fails. It married heritage with modern needs and reinforced Eveready’s reliability.

Eveready has diversified into LEDs and appliances. What has been the strategy behind this diversification?

Eveready was seen primarily as a battery company, and we were India’s number one in that space. But consumers and stakeholders believed the brand could go much beyond batteries. Our essence lies in portable power and making homes and commutes smarter.

Thus, diversification has been into adjacent categories such as flashlights, lighting, mosquito rackets and power banks — all linked to portable power. With our strong distribution channels (general trade, electrical outlets, e-commerce and modern trade), we are leveraging consumer trust and reach to expand into categories where power is central.

Is there a recent product launch you are particularly proud of that exemplifies Eveready’s innovation and heritage?

Yes, our Siren Torch. While flashlights are less relevant in urban areas today, we found an insight around women’s safety during late-night commutes. The Siren Torch combines a flashlight with a built-in 100-decibel alarm, activated by pulling a chain — simple, analogue and effective in emergencies.

We even featured protagonists from the deaf community in our communication, showing how the siren could become a “voice for the voiceless”. It reflects purposeful innovation: modern, relevant and socially impactful.

How do you build a culture of innovation within a legacy brand that is known for reliability and consistency?

It begins with consumer connect. India is diverse, so we must keep engaging with consumers across demographics and regions to identify needs and latent insights.

We foster cross-functional innovation teams — from design, procurement, marketing and sales — who brainstorm, prototype and test ideas systematically. Vendor partners also contribute external perspectives. This incubation model reduces risks by piloting before scaling.

We accept that not every idea will succeed — maybe one in five makes it — but we encourage meaningful risk-taking. Failures are acceptable if they are contained, data-driven and lead to learning. This builds a culture that is not risk-averse but practical and innovation-focused.

I noticed in one of your recent products, the features went beyond just functionality — for example, a torch with multiple modes and a type-C charger. How do you see such value-driven innovation shaping consumer perception?

Exactly. The idea is not just to add features but to add real value. Small but thoughtful details, such as multi-mode lighting or compatibility with modern chargers, make products more relevant for today’s consumers. Innovation should simplify lives, not complicate them. That is how we ensure our products stay modern yet purposeful.

Finally, what is your overarching philosophy on innovation at Eveready?

Innovation must be purposeful, not just change for the sake of change. It should modernise the brand, remain relevant and add real consumer value — while staying rooted in Eveready’s heritage of trust and reliability.