Much has been, and will be, written about the Aakash tablet.

[With apologies for the situational monsoonal imagery …] As I awash myself in Aakash, I am particularly taken by:

• The order of magnitude reduction in price point. With a stated cost of about $50, marked-up prices are still close to an order of magnitude more affordable than the incumbent offerings (e.g., the iPad, Android-based tablets, etc.). Even Amazon’s Kindle Fire is 2-3 times more expensive.
• The adoption of Android as the innovation platform. I take this as yet another data point (YADP) in firmly establishing Android as the leading future proofed platform for innovation in the mobile-computing space. As Aakash solidly demonstrates, it’s about the all-inclusive collaboration that can occur when organizational boundaries are made redundant through use of an open platform for innovation. These dynamics just aren’t the same as those that would be achieved by embracing proprietary platforms (e.g., Apple’s iOS, RIM QNX-based O/S, etc.).
• The Indian origin. It took MIT Being Digital, in the meatspace personage of Nicholas Negroponte, to hatch the One Laptop Per Child initiative. In the case of Aakash, this is grass-roots innovation that has Grameen Bank like possibilities.

“An innovation that is disruptive allows a whole new population of consumers access to a product or service that was historically only accessible to consumers with a lot of money or a lot of skill.  Characteristics of disruptive businesses, at least in their initial stages, can include:  lower gross margins, smaller target markets, and simpler products and services that may not appear as attractive as existing solutions when compared against traditional performance metrics.”