The Quest for Global Dominance: Transforming Global Presence into Global Competitive Advantage
Innovation guru Vijay Govindarajan expands the leader's innovation tool kit with a simple and proven method for allocating the organization's energy, time, and resources—in balanced measure—across what he calls "the three boxes": The present—Manage the core business at peak profitability; Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation; Box 3: The future—Convert breakthrough ideas into new products and businesses. The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization.
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Principles for Creating Successful Products for Emerging Markets Amos Winter and Vijay Govindarajan Multinationals are starting to catch on to the logic of reverse innovation, in which products are designed first for consumers in low-income countries and then adapted into disruptive offerings for developed economies. But only a handful of companies have managed to do it successfully until now.
In this article, an MIT engineering professor and a Tuck professor of management explain why. After conducting a three-year study of reverse innovation projects, they've concluded that the main hurdle facing product developers is a mindset. Western designers, who usually create products by following time-tested methods, struggle to overcome the constraints and leverage the freedoms of emerging markets.
They tend to fall into common mental traps that prevent the development of reverse innovations: But companies can avoid these traps, the authors found, by adhering to five design principles. They arguethat, in order for a company to create and maintain its position asa globally dominant player, executives must ensure that theircompany leads its industry in the following four essential tasks: Identifying market opportunities worldwide and pursuing them byestablishing the necessary presence in all key markets Converting global presence into global competitive advantage byidentifying and developing the opportunities for value creationthat global presence offers Cultivating a global mindset by viewing cultural and geographicdiversity as an opportunity, not just a challenge Leveraging the rise of emerging markets especially China andIndia to transform the company's growth prospects, global coststructure, and pace of innovation.
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Transforming Global Presence into Global The quest for global dominance: Global Strategy and the Organization Anil K. The quest for global dominance.
Includes bibliographical references and index. In The Quest for Global Dominance they present the lessons from their twenty-year study of over two hundred corporations.
They argue that, in order for a company to create and maintain its position as a globally dominant player, executives must ensure that their company leads its industry in the following four essential tasks: Identifying market opportunities worldwide and pursuing them by establishing the necessary presence in all key markets Converting global presence into global competitive advantage by identifying and developing the opportunities for value creation that global presence offers Cultivating a global mindset by viewing cultural and geographic diversity as an opportunity, not just a challenge Leveraging the rise of emerging markets - especially China and India - to transform the company's growth prospects, global cost structure, and pace of innovation Dewey: Comparative advantage International trade.
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