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Solar-powered Camel Fridge System, Nomadic Communities Trust (Source: Wikimedia)

Reverse Innovation: Ideas from Emerging Countries

Idea posted: April 2013
  • Strategy
  • Innovation & Entrepreneurship
  • Marketing

Emerging markets are usually coveted for the potential customers they represent — perhaps hundreds of millions of new consumers who are looking (or will be looking in the near future) for products to buy.  Most companies, however, develop products for developed markets first and then adapt them to the emerging markets. Research conducted by two professors from Dartmouth’s Tuck School of Business reveals a new strategy that reverses the traditional flow of innovation. This new strategy calls for developing products that are adopted first in emerging markets and then adapted for

Idea #127
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Mount Rushmore: George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln (Source: Wikimedia Commons)

Four Capabilities of Great Strategic Leaders

Idea posted: May 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Intellectual honesty, accountability, and self-awareness are three of the four key capabilities of strategic leaders - leaders capable of inspiring change, innovation, teamwork and competitive performance in their companies and organizations. The final and fourth key capability of strategic leaders is the ability to attract and develop great people - to be a ‘talent magnet’. Boards searching for CEOs, and CEOs searching for a top executive team must interview candidates and select CEOs with these four capabilities in mind. And once successful CEOs and C-

Idea #137
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  The Roman Forum, the commercial, cultural, and political centre of the Republic (Source: Wikipedia Commons)

Centralized or Decentralized Decision Rights in Multinationals

Idea posted: October 2013
  • Strategy
  • CSR & Governance
  • Marketing
  • Operations

Certain company and country factors determine whether decisions should be centralized at parent company headquarters or decentralized to the foreign subsidiary. Ignoring those factors will hurt parent and subsidiary financial performance. And fixing the inappropriate decision-making structure could prove costly.

Idea #237
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The Unexpected Impact of Click and Collect Retail Programs

Idea posted: June 2014
  • Strategy
  • Marketing
  • Operations

When retailers started offering the ‘buy-online, pickup-in-store’ option, also known as BOPS, the assumption would be that online sales would increase. New research shows, however, that BOPS actually reduces online sales while increasing offline sales — a surprising but positive result.

Idea #527
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Organizational Structure  of the Holy Roman Empire, Nuremberg Chronicles, by Hartmann Schedel, 1493

How to Design Organizational Structures by Understanding Organizational Routines

Idea posted: October 2014
  • Strategy
  • Leadership & Change
  • Operations

The characteristics of an organization’s routines — specifically their purpose (operational or dynamic) and whether or not they are specific to individual business units — help define the most effective structure for that organization. 

Idea #451
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Adapt Your Choice of Product-Related Services to the Industry Life Cycle

Idea posted: July 2015
  • Strategy
  • Marketing

Different types of services — from ‘complementary smoothing’ services such as maintenance support to ‘substituting’ services such as leasing arrangements — can be more or less effective depending on the current phase (early ferment, middle transition, or late mature) in the life cycle of the product’s industry.

Idea #531
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