Abstract This paper focuses on the managerial processes involved in a major technological innovation in India. The innovation process was found to be extremely complex with a large number of organizations involved in it at different points in time. The laboratory faced a number of problems as a result of a high degree of uncertainty in the government's policy towards it. a hostile external environment and a lack of credibility with its external constituencies. A number of factors associated with the managerial actions seem to have aided in the success of the innovation. These were: (1) the presence of a product champion during most of the technology development stage. (2) continued support of the project by the top man of the laboratory after the departure of the product champion, (3) strong commitment of the technology development team based on pride in indigenous technology. (4) effective relationships developed by the product champion with the key decision makers in government, (5) close association of the design group team of committed consultants for a considerably long period of lime. (6) supportive external evaluation by funding agencies at a later stage in the innovation process, and (7) an organic linkage between the technology development and stages provided by transferring the development team to the manufacturing enterprise.