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Reverse Innovation: Create Far From Home, Win Everywhere
Do you have reverse innovation in your strategic plan? If you haven’t asked yourself or your team this question, you will be soon.Reverse Innovation introduces the idea of developing in emerging markets first—instead of scaling down rich world products—to unlock a world of opportunities for your business. Written by Vijay Govindarajan and Chris Trimble of the Tuck School of Business at Dartmouth and stemming from a pivotal article in Harvard Business Review, the book offers an important next step for companies looking to derive long-term value from emerging markets. According to the “Reverse innovation is a potent force that will transform the global economy over the next few decades. It will redistribute power and wealth to countries and companies who understand it and diminish those who do not.” With a foreword by Chairman and CEO of PepsiCo Indra Nooyi, Reverse Innovation offers a glimpse at strategies from some of the world’s leading companies—from EMC and Deere & Company, to P&G and Logitech. There is no one industry that needs to reverse innovate; instead, all industries must have interest in the needs and opportunities in the developing world in order to thrive in tomorrow’s global marketplace. In the book, GE Chairman and CEO Jeff Immelt points out the stark implications for companies who ignore reverse “If we don’t come up with innovations in poor countries and take them global, new competitors from the developing world…will. That’s a bracing concept. GE has long had tremendous respect for traditional rivals…But we know how to compete with them. They will never destroy GE. The emerging giants, on the other hand, very well could.”This book offers a guide to changing both the mindset and management model in your company to execute on this important strategic initiative.
308 pages, Kindle Edition
First published April 1, 2012
60 people are currently reading
836 people want to read
About the author
Vijay Govindarajan
42 books62 followersVijay Govinadrajan is the Earl C. Daum 1924 Professor of International Business at the Tuck School at Dartmouth's Center for Global Leadership.
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April 6, 2017
The How-To Guide to The Fortune at the Bottom of the Pyramid
Back in 2004, a respected marketing professor at the University of Michigan named C. K. Prahalad raised eyebrows in the business community with a widely-read book titled The Fortune at the Bottom of the Pyramid. In 25 words or less, he postulated that multinational corporations could grow their markets and their bottom line by reaching out to the billions of poor people who crowd emerging nations across the globe. Much of Prahalad’s book consisted of “case studies” — written by his graduate students — that purported to support his thesis. Unfortunately, practically none of them did.
Here, eight years later, is the book that Prahalad — now, unfortunately, deceased — should have written. Govindarajan, a professor at Dartmouth’s Tuck School of Business, and Trimble, a younger Tuck faculty member, have formulated a concept they call “reverse innovation” that is the key to doing business in those emerging markets that excited Prahalad’s lust. Their book, too, is dominated by case studies, but in this case the examples do a good job of illustrating how multinational companies have successfully developed products that gained a foothold in developing countries — though by no means necessarily at “the bottom of the pyramid.”
“Reverse innovation” — an ethnocentric term — begins with the conventional wisdom that business innovation takes place in rich countries but asserts that transnational corporations wishing to become established in developing markets must cast off traditional thinking and develop products and services within those markets and base them on the needs and wants of people living there. Govindarajan and Trimble advocate reverse innovation as the alternative to exporting rich-country products and services with minor adjustments, a strategy that many companies have found unsuccessful. (The authors call this strategy “glocalization.”)
The case studies in Reverse Innovation span a wide range of needs, desires, and prices. The authors write about an extremely inexpensive electrocardiograph machine developed and marketed in India by GE Healthcare, lightweight enough for use by individual physicians on rounds in villages. They relate the story of the development from scratch of a lentil-based new snack food by PepsiCo in India, and of a new automotive “infotainment” system crafted through an international effort by Harman and eventually purchased by Toyota. Other examples include Procter & Gamble, Logitech, and the nonprofit Partners in Health.
Most of the case studies are great stories, even if they are better illustrations of how multinational corporations can make more money than they are of how poor people in emerging nations can gain access to needed goods and services at affordable prices. However, the bulk of Reverse Innovation is given over to discussion about change management in large corporations: it’s clear that the real challenge these companies face in growing their markets is to get around the massive barriers thrown up by organizations that are too large, too successful, and too set in their ways. The authors write, “Reverse innovation begins not with inventing, but with forgetting . . . You must let go of the dominant logic that has served you well in rich countries . . . Reverse innovation is what we call clean-slate innovation.”
Govindarajan and Trimble make it clear that the only way for a transnational company to bring about reverse innovation is to (1) start with a champion at the top, usually the CEO; (2) appoint a brilliant and politically savvy person to head up an “LGT,” by which the authors do not mean to suggest gender preference but simply to abbreviate ”Local Growth Team;” (3) recruit to the team a group of mavericks willing to ignore the conventional rules; and (4) work on site in one of the major emerging markets, far, far from headquarters.
Reverse Innovation is well-organized, well-written, and delivers on its promise. Why, then, have I awarded this book only three @@@ out of 5? Out of pique, perhaps, more than anything else. For one thing, the do’s and don’ts of management in large organizations are . . . well, for me, the only apt word is boring. And I can’t get past my aggravation that this is yet one more instance of brilliant minds being lashed to the task of making the rich richer.
(From www.malwarwickonbooks.com)
Back in 2004, a respected marketing professor at the University of Michigan named C. K. Prahalad raised eyebrows in the business community with a widely-read book titled The Fortune at the Bottom of the Pyramid. In 25 words or less, he postulated that multinational corporations could grow their markets and their bottom line by reaching out to the billions of poor people who crowd emerging nations across the globe. Much of Prahalad’s book consisted of “case studies” — written by his graduate students — that purported to support his thesis. Unfortunately, practically none of them did.
Here, eight years later, is the book that Prahalad — now, unfortunately, deceased — should have written. Govindarajan, a professor at Dartmouth’s Tuck School of Business, and Trimble, a younger Tuck faculty member, have formulated a concept they call “reverse innovation” that is the key to doing business in those emerging markets that excited Prahalad’s lust. Their book, too, is dominated by case studies, but in this case the examples do a good job of illustrating how multinational companies have successfully developed products that gained a foothold in developing countries — though by no means necessarily at “the bottom of the pyramid.”
“Reverse innovation” — an ethnocentric term — begins with the conventional wisdom that business innovation takes place in rich countries but asserts that transnational corporations wishing to become established in developing markets must cast off traditional thinking and develop products and services within those markets and base them on the needs and wants of people living there. Govindarajan and Trimble advocate reverse innovation as the alternative to exporting rich-country products and services with minor adjustments, a strategy that many companies have found unsuccessful. (The authors call this strategy “glocalization.”)
The case studies in Reverse Innovation span a wide range of needs, desires, and prices. The authors write about an extremely inexpensive electrocardiograph machine developed and marketed in India by GE Healthcare, lightweight enough for use by individual physicians on rounds in villages. They relate the story of the development from scratch of a lentil-based new snack food by PepsiCo in India, and of a new automotive “infotainment” system crafted through an international effort by Harman and eventually purchased by Toyota. Other examples include Procter & Gamble, Logitech, and the nonprofit Partners in Health.
Most of the case studies are great stories, even if they are better illustrations of how multinational corporations can make more money than they are of how poor people in emerging nations can gain access to needed goods and services at affordable prices. However, the bulk of Reverse Innovation is given over to discussion about change management in large corporations: it’s clear that the real challenge these companies face in growing their markets is to get around the massive barriers thrown up by organizations that are too large, too successful, and too set in their ways. The authors write, “Reverse innovation begins not with inventing, but with forgetting . . . You must let go of the dominant logic that has served you well in rich countries . . . Reverse innovation is what we call clean-slate innovation.”
Govindarajan and Trimble make it clear that the only way for a transnational company to bring about reverse innovation is to (1) start with a champion at the top, usually the CEO; (2) appoint a brilliant and politically savvy person to head up an “LGT,” by which the authors do not mean to suggest gender preference but simply to abbreviate ”Local Growth Team;” (3) recruit to the team a group of mavericks willing to ignore the conventional rules; and (4) work on site in one of the major emerging markets, far, far from headquarters.
Reverse Innovation is well-organized, well-written, and delivers on its promise. Why, then, have I awarded this book only three @@@ out of 5? Out of pique, perhaps, more than anything else. For one thing, the do’s and don’ts of management in large organizations are . . . well, for me, the only apt word is boring. And I can’t get past my aggravation that this is yet one more instance of brilliant minds being lashed to the task of making the rich richer.
(From www.malwarwickonbooks.com)
September 21, 2012
I have read some HBR articles about 'Reverse Innovation' (a concept introduced and popularized by Prof. Vijay Govindarajan, who gracefully admits that the term was originally coined by his co-author) but did not believe that the idea could be demonstrated with so many compelling case studies. But over time, the concept has been chiseled and honed by the authors for it to have a formal structure and solid economic principles upon which it rests. This book was an eye-opener for me as someone who is interested in social entrepreneurship.
December 25, 2019
Firstly, this is an enjoyable read and it's akin to a business strategy book, in the spirit of others done a few years ago, like Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. The concept is relatively straightforward and I see great upside for senior management of a multi-national to read Vijay's book to understand an asymmetrical approach to growing outside of the US borders (versus domestic growth).
Thanks to guys like Jack Ma, the earth is becoming flatter and thus the importance for globalization will only increase. While he argues for concepts which are relative to countries like India and China (those two specifically), where this book fell short was an analysis of rich-to-rich country growth. While he's absolutely right that the rich-to-poor country growth must be looked at in reverse, I'd argue that the same principles must apply in a rich-to-rich country growth model as well, but it wasn't investigated.
The book is also showing it's age. The Nano was a flop (due to marketability?) in India and this was written before that outcome came to pass, so there was some undue enthusiasm that is no longer relevant over Tata's belief of success there. On the other hand, the example of Mahindra was spot on and still perhaps a very good example of how a poor country can out-maneuver companies in a rich one. It's the highlight of the book, and any business leader should learn alot from that example alone.
All in all a great book, it just needs updating and a bit more depth than just microscopically looking at India and China. Though those are big markets, and he provides a medical example in the remaining chapter devoted to Haiti, LatAm countries do not see much coverage in the book (nor do Middle Eastern countries) where political instability is higher than, say, India - but that brings in cost advantages to a foreign corporation looking to expand. On the other hand, China is not fair-handed in dealing with out-of-country corporations, so business leaders do, and always should, be a little careful there. They reserve the right to nationalize any foreign entity, which means President Xi can make one order to nationalize Apple and it'd happen (the Chinese component of it, which is substantial).
Thanks to guys like Jack Ma, the earth is becoming flatter and thus the importance for globalization will only increase. While he argues for concepts which are relative to countries like India and China (those two specifically), where this book fell short was an analysis of rich-to-rich country growth. While he's absolutely right that the rich-to-poor country growth must be looked at in reverse, I'd argue that the same principles must apply in a rich-to-rich country growth model as well, but it wasn't investigated.
The book is also showing it's age. The Nano was a flop (due to marketability?) in India and this was written before that outcome came to pass, so there was some undue enthusiasm that is no longer relevant over Tata's belief of success there. On the other hand, the example of Mahindra was spot on and still perhaps a very good example of how a poor country can out-maneuver companies in a rich one. It's the highlight of the book, and any business leader should learn alot from that example alone.
All in all a great book, it just needs updating and a bit more depth than just microscopically looking at India and China. Though those are big markets, and he provides a medical example in the remaining chapter devoted to Haiti, LatAm countries do not see much coverage in the book (nor do Middle Eastern countries) where political instability is higher than, say, India - but that brings in cost advantages to a foreign corporation looking to expand. On the other hand, China is not fair-handed in dealing with out-of-country corporations, so business leaders do, and always should, be a little careful there. They reserve the right to nationalize any foreign entity, which means President Xi can make one order to nationalize Apple and it'd happen (the Chinese component of it, which is substantial).
August 5, 2017
This is not a new topic, nor was it particularly fresh at the time of publication (2012). This is really written for the business management set, but many of the lessons are also the same in development, design and innovation work across sectors. The case studies all essentially emphasize a good design thinking approach. In the early 2000s, we called this East to West, now you hear more about South to North, but it all boils down to the same message, be global in your thinking but act locally and listen to the people who actually have the problem. This book is ok but if you really want to understand this you need to dig deeper into design and development books (like Poor Economics).
July 22, 2018
The only problem with this book is trying to explain it to people who haven't read it.
In an increasingly global world, this kind of thinking is important, and shines a light into the murky future. I think that it should serve as a beacon and as a warning for large technology companies.
If you combine this with the Innovator's Dilemma it makes a pretty sturdy case for investing in the emerging markets of the world.
In an increasingly global world, this kind of thinking is important, and shines a light into the murky future. I think that it should serve as a beacon and as a warning for large technology companies.
If you combine this with the Innovator's Dilemma it makes a pretty sturdy case for investing in the emerging markets of the world.
April 11, 2021
I was lead to this book by the HBR article on Reverse Innovation. The authors highlight several use cases in which technology adapted to local environments (Lead by LGT Local Growth Teams) needs to focus on the regional needs as opposed to Western templates. The GE ECG machine and Pepsi’s foray into healthy snacks in India are fascinating reads. Overall I enjoyed the book and will probably revisit it in years to come
January 23, 2021
Had a good read. This is not a new concept for business strategy, but still had an enjoyable read with the business cases inside.
January 8, 2023
Strictly average, not great. Nothing spectacular here, perhaps having been published almost 10 years back it is just dated.
January 11, 2023
Reading this in big this in 2023, it is pretty dated. A slow read.
January 10, 2015
Reverse Innovation by Vijay Govindarajan and Chris Trimble is not merely a book; it is a precursor to the transformation that global economies and business models are going to undergo in next few decades. The vast experience of the authors and their academic background can be felt in the way the book has been shaped. The key concepts are beautifully articulated and backed by relevant examples. The book keeps the reader pegged throughout and captures the essence of reverse innovation in a very creative and stimulating manner.
The book is divided into two parts – The Reverse Innovation Challenge and Reverse Innovation in action. The part 1 lays foundation about the concept of Reverse Innovation with the help of numerous interesting examples. It is divided into four chapters each highlighting aspects of Reverse Innovation like the need for consumer centered approach, thinking pattern, analyzing need gaps, adhering flexible management models etc. The citations help the readers to understand the various concepts involved in the process reverse innovation. With examples like Pepsi Co’s Gatorade and GE’s approach to healthcare, authors have made it very easy to analyse the changing management models and understand the rationale behind the decisions making.
The story of Gatorade dates back to almost 1960’s, when a group of doctors from West went to Bangladesh and parts of South Asia to help stem the cholera epidemic. They were surprised to discover the age-old treatment for severe diarrhea caused by cholera. A concentration of ingredients such as coconut water, carrot Juice, rice water, carob flour and dehydrated bananas was prescribed to the patients to amazing medical results. The success of the treatment was published in Lancet, British Medical Journal and was implemented by a doctor at the University of Florida. Gatorade what we see today is one of the rare example of Reverse Innovation.
The second part of the book, The Reverse Innovation playbook, highlights eight case studies on how organizations have adopted the concept of reverse innovation – their journey, challenges and exhilarating awards that have reaped over the course of time. There are case studies on Pepsi Co, Procter and Gamble, EMC corporation, Harman International, Deere and Company, GE Healthcare India and PIH Model.
The case study of Pepsi Co reveals how the understanding of the local consumer helped the Pepsi Co. to innovate as per their needs, at the same time deliver products to a much wider global consumer segment. ‘Aliva’ a savory cracker is a success story that reaffirms the theory of Reverse Innovation. Aliva was conceptualized for the Indian consumers by local teams but had the potential to appeal to the health conscious global consumer as well.
Similarly, the case study of Harman International industries is an example of how innovative ideas meet with resistance at every step and to resolve the bottle neck situations. It also shows how through perseverance and sustained mindset odds can be achieved. Harman designed a completely new automobile infotainment system for consumers in India and China. It had the functionality similar to their high-end products at half the price and one-third the cost.
This book is a road map for business leaders to blend their organizational goals with innovative vision and tap the huge opportunities that emerging markets offer. Most of the economist forecast that global economies are going to undergo a substantial paradigm shift and developing countries are going to account for major chunk of revenues for MNC's. To sum it up - Understand the local consumer in emerging markets, Innovate to meet their needs, Go Global!
The only criticism about the book can be that it is centered on the big MNC's. The medium sized companies in developed countries do not have the luxury of capital surplus to invest in setting up Local Growth teams overseas. Also the companies in emerging markets don’t have enough expertise to scale up their operations to the developed world.
This review was published in Healthcare Executive Magazine, August Issue,2012
The book is divided into two parts – The Reverse Innovation Challenge and Reverse Innovation in action. The part 1 lays foundation about the concept of Reverse Innovation with the help of numerous interesting examples. It is divided into four chapters each highlighting aspects of Reverse Innovation like the need for consumer centered approach, thinking pattern, analyzing need gaps, adhering flexible management models etc. The citations help the readers to understand the various concepts involved in the process reverse innovation. With examples like Pepsi Co’s Gatorade and GE’s approach to healthcare, authors have made it very easy to analyse the changing management models and understand the rationale behind the decisions making.
The story of Gatorade dates back to almost 1960’s, when a group of doctors from West went to Bangladesh and parts of South Asia to help stem the cholera epidemic. They were surprised to discover the age-old treatment for severe diarrhea caused by cholera. A concentration of ingredients such as coconut water, carrot Juice, rice water, carob flour and dehydrated bananas was prescribed to the patients to amazing medical results. The success of the treatment was published in Lancet, British Medical Journal and was implemented by a doctor at the University of Florida. Gatorade what we see today is one of the rare example of Reverse Innovation.
The second part of the book, The Reverse Innovation playbook, highlights eight case studies on how organizations have adopted the concept of reverse innovation – their journey, challenges and exhilarating awards that have reaped over the course of time. There are case studies on Pepsi Co, Procter and Gamble, EMC corporation, Harman International, Deere and Company, GE Healthcare India and PIH Model.
The case study of Pepsi Co reveals how the understanding of the local consumer helped the Pepsi Co. to innovate as per their needs, at the same time deliver products to a much wider global consumer segment. ‘Aliva’ a savory cracker is a success story that reaffirms the theory of Reverse Innovation. Aliva was conceptualized for the Indian consumers by local teams but had the potential to appeal to the health conscious global consumer as well.
Similarly, the case study of Harman International industries is an example of how innovative ideas meet with resistance at every step and to resolve the bottle neck situations. It also shows how through perseverance and sustained mindset odds can be achieved. Harman designed a completely new automobile infotainment system for consumers in India and China. It had the functionality similar to their high-end products at half the price and one-third the cost.
This book is a road map for business leaders to blend their organizational goals with innovative vision and tap the huge opportunities that emerging markets offer. Most of the economist forecast that global economies are going to undergo a substantial paradigm shift and developing countries are going to account for major chunk of revenues for MNC's. To sum it up - Understand the local consumer in emerging markets, Innovate to meet their needs, Go Global!
The only criticism about the book can be that it is centered on the big MNC's. The medium sized companies in developed countries do not have the luxury of capital surplus to invest in setting up Local Growth teams overseas. Also the companies in emerging markets don’t have enough expertise to scale up their operations to the developed world.
This review was published in Healthcare Executive Magazine, August Issue,2012
This entire review has been hidden because of spoilers.
April 6, 2013
If you happen to be the CEO of an Indian corporation, you might do well to pick up this book in order to understand the opportunities that your country has created and how the very existence of your company threatens competition in resource rich nations. But make no mistake, this book is really meant for a very limited set of readers – individuals in leadership roles at MNCs based in the rich world. For a very long time now, the spectacular rise of third world nations has rendered a lot of ‘management terminologies’ almost obsolete. How do you explain the phenomenon of Western nations importing certain innovations from countries like India and China (megamarkets with microconsumers), when the Harvards & Apples of this world have taught the exact opposite for years altogether? To be true, economic turmoil coupled with weak demand in their home markets has compelled companies to increasingly shifting their focus to developing markets. But there is hardly any organisation, which can boast of a concrete game plan for growing in countries like Bangladesh, India and China. Most of them are in the ‘market share race’ when they should actually be front runners in the ‘market development race’. Dr. Vijay Govindarajan and Chris Tremble, believe that there is a way they can do so. They call it Reverse Innovation. In fact, this concept might even become a source of competitive advantage for companies that can leverage it. Take Mahindra & Mahindra (M&M) for instance. When the Indian automobile major arrived in US with its sturdy 35 horsepower tractors, Deere & Company (the dominant tractor brand) didn’t even feel mildly intimidated. After all, who would prefer a brand that sounded anything unlike America and sold low power red tractors. Instead of taking the competition head on, M&M decided to excel in a small agricultural niche. To offset the negativity that would be associated with a third world brand in those days, M&M forged relationships with small dealerships offering personalised services. The bet paid off. M&M grew by around 40% in US from 1999-2006 and is now the number one tractor maker globally (by units). This case (along with several others discussed in the book) in summary, represents Reverse Innovation. Based on consulting assignments with companies like GE and backed by decades of research, the authors bring forth quite convincingly how Reverse Innovation can be the paradigm for the future.
April 25, 2012
In The Age of the Platform: How Amazon, Apple, Facebook, and Google Have Redefined Business, I write about how the old way of following me-too strategies is unlikely to work anymore. After all, things just move faster than they did even a decade ago. Innovation can take place externally through vibrant ecosystems. Breaking old patterns isn't just recommended; it's table stakes.
While a very different text, Reverse Innovation is of the same vein. I particularly liked the authors' emphasis on the need for people and organizations to break their dominant logic and embrace often counterintuitive ways of doing things. While many business texts offer similar advice, Reverse Innovation differs from most by its use of remarkably insightful case studies about computer mouses, fem-care, tractors, and a slew of other products.
This book should be particularly helpful for large organizations struggling with how to reinvent themselves in nascent markets.
While a very different text, Reverse Innovation is of the same vein. I particularly liked the authors' emphasis on the need for people and organizations to break their dominant logic and embrace often counterintuitive ways of doing things. While many business texts offer similar advice, Reverse Innovation differs from most by its use of remarkably insightful case studies about computer mouses, fem-care, tractors, and a slew of other products.
This book should be particularly helpful for large organizations struggling with how to reinvent themselves in nascent markets.
August 20, 2012
Most companies develop a core business strategy and then build on it for all eternity. This book points out the glaring flaw in this mindset - one market strategy does not hold true for all markets. Reverse innovation consists of innovating & adapting strategy for emerging markets rather than simply exporting successful products from developed markets to them. It is one of those radical ideas that seem so obvious when someone explains it but have been ignored for years.
The first half of the book explains the concept and for me, was a bit repertitive but the idea really hits home in the second half where real-life examples demonstrate how it works and has worked for numerous companies like GE, P&G, Deere, Logitech etc.
A really good book, I thought.
The first half of the book explains the concept and for me, was a bit repertitive but the idea really hits home in the second half where real-life examples demonstrate how it works and has worked for numerous companies like GE, P&G, Deere, Logitech etc.
A really good book, I thought.
April 6, 2016
This was the SWE Book Club choice for an event partnered with Medtronic. I look forward to discussing it further with other engineers.
I'm not particularly fond of the term they chose to describe innovating specifically for developing countries. Many of the ideas laid out seem necessary to be innovative for any market, instead of simply building on prior successes.
I find organization within large companies fascinating and really enjoyed reading the "playbook" and case studies presented in the book.
I'm not particularly fond of the term they chose to describe innovating specifically for developing countries. Many of the ideas laid out seem necessary to be innovative for any market, instead of simply building on prior successes.
I find organization within large companies fascinating and really enjoyed reading the "playbook" and case studies presented in the book.
February 21, 2022
Fascinating read about what it is and how reverse innovation works.
March 4, 2014
This book enumerates an important consideration of cost & benefit of a product in emerging markets. It will help first time entrants to introspect their understanding of these markets. Though examples are exciting, the first part of the book drags too much on repetitive concepts. I would recommend all business managers to read it.
July 29, 2014
I find almost all of the HBR books informative and useful. The central premise of Reverse Innovation is that we have to turn the idea of high tech trickling down to 3rd world markets on its head. Rather, develop innovations on the ground that take into account cultural, economic, and other practical considerations, and then possibly spin back out to developed countries.
Read
January 15, 2015Wonderful case studies
I knew this book when I live in south east Asia. I wanted to know how to spread own knowledge to other countries well. I did not believe that the idea could be demonstrated with so many compelling case studies. It may be important tool to improve my entrepreneurship near future.
I knew this book when I live in south east Asia. I wanted to know how to spread own knowledge to other countries well. I did not believe that the idea could be demonstrated with so many compelling case studies. It may be important tool to improve my entrepreneurship near future.
October 30, 2016
After reading the two Jugaad Innovation books, this book on innovation starts to feel on similar lines. But, the authors presents a myriad of company case studies around the themes of glocalization and achieving success through Low Growth Teams (LGT). The stories of how companies like John Deere and GE achieved success through a clean state organizational approach is interesting.
February 17, 2013
Great insight and explanation of a necessary business focus/practice. However, the writing was flat and the book kept repeating itself. That said, I did pick up a few valuable topics to ponder. I may need to move outside the U.S. to put them into practice.
August 10, 2013
I think the book draws idea from the concept of fortune at bottom of the pyramid. Many examples which Dr. Govindrajan talks about are relevant in that sense.
A decent read for Indian entrepreneurs and an essential read for expats coming to India !
A decent read for Indian entrepreneurs and an essential read for expats coming to India !
August 1, 2021
Muy buen libro
Como desde las economías emergentes se pueden simplificar grandes desarrollos que suplan enormes necesidades y que llegan a ser adaptados a las economías principales.
#innovacioninversa
Como desde las economías emergentes se pueden simplificar grandes desarrollos que suplan enormes necesidades y que llegan a ser adaptados a las economías principales.
#innovacioninversa
July 16, 2012
bullshitting with lawyers and businessmen is so easy now. Know some company stories and tell them why they're hacks.
September 22, 2012
"Wonderful!!!! One of the best books I read about emerging market. I strongly recommend to all people working with/in emerging markets.
May 29, 2014
The case studies are really nice, well researched and informative, but the book drags along in parts (Especially in the middle one-third of the book).
September 2, 2015
Challenges the conventional wisdom of organizations with some very well researched case studies on reverse innovation and their importance.
March 18, 2015
Useful and informative. I like the case stories they give as an example of reverse innovation.
Displaying 1 - 27 of 27 reviews