1 of 43 - Top thoughts -- Reverse innovation
2 of 43 - Fundamental breakthroughs vs Innovation
3 of 43 - Mindset change that is required on the part of business leaders
4 of 43 - Three common views about poor countries
5 of 43 - Two ways of looking at acquisitions
6 of 43 - Growth in China
7 of 43 - Glocalisation is not obsolete
8 of 43 - Fine-grained segmentation of markets needed
9 of 43 - Observations about the two-year GE assignment
10 of 43 - VG and GE
11 of 43 - Stretching that the assignment involved
12 of 43 - Were there notions that had to be given up
13 of 43 - Acceptance of academia in industry
14 of 43 - Importance of a language to communicate corporate strategy
15 of 43 - Adoption of the reverse innovation concept within the company
16 of 43 - Resistance that radical culture change such as reverse innovation encounters
17 of 43 - Three characteristics of a viral concept
18 of 43 - Life cycle of viral concepts
19 of 43 - Three categories of management concepts
20 of 43 - Naming of the idea, the story
21 of 43 - Does 'reverse' have a negative connotation
22 of 43 - Obama's concerns about healthcare
23 of 43 - Protection of IP, a huge concern for multinationals
24 of 43 - Shift in architecture from hardware to software
25 of 43 - Controlling costs of servicing the products
26 of 43 - Fatal mistake if multinationals bring sunset technologies to emerging economies
27 of 43 - Compression of time to market
28 of 43 - Pipeline of products in the launch-pad
29 of 43 - Ecosystem for reverse innovation
30 of 43 - Management innovation that digital technologies require
31 of 43 - From products to services to solutions
32 of 43 - Three big changes in the 'reset' world, and PPP
33 of 43 - Talent upgrade required in Government
34 of 43 - Huge opportunity for campuses to teach management technology to Government
35 of 43 - Entrenched interests in healthcare
36 of 43 - Net-book and its impact
37 of 43 - Reverse innovation in education
38 of 43 - Managing reverse innovation through LGTs or local growth teams
39 of 43 - Organisational software
40 of 43 - Scope for reverse innovation in Indian companies
41 of 43 - How can Indian companies compete globally
42 of 43 - New competitors vs Old competitors
43 of 43 - Programme for this year's batch of students visiting India
Interview with Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business at the Tuck School of Business at Dartmouth and founding director of Tuck's Center for Global Leadership, and till recently Professor-in-residence and Chief Innovation Consultant at GE, January 13, 2010, 5 pm
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