Friday, January 15, 2010

Vijay Govindarajan - Topics of videos

Vijay Govindarajan

http://bit.ly/F4TVG

 

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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