Screen LibraryReverse innovation：create far from home, win everywhere
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| Main Authors: | |
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| Published: |
Harvard Business Review Press,
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| Publisher Address: | Boston |
| Publication Dates: | c2012. |
| Literature type: | Book |
| Language: | English |
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| Carrier Form: | xv, 229 p.: ill. ; 24 cm. |
| ISBN: |
9781422157640 (hbk.) 1422157644 (hardback) |
| Index Number: | F276 |
| CLC: | F276.7 |
| Call Number: | F276.7/G721-2 |
| Contents: |
Includes bibliographical references and index. Machine generated contents note: pt. 1 The Reverse Innovation Challenge -- One.The Future Is Far from Home -- Two.The Five Paths of Reverse Innovation -- Three.Changing the Mind-Set -- Four.Changing the Management Model -- Key Takeaways -- The Reverse Innovation Playbook -- pt. 2 Reverse Innovation in Action -- Five.Logitech, and the Mouse That Roared -- Six.Procter & Gamble, Innovating the "Un-P&G" Way -- Seven.EMC Corporation, Planting Seeds -- Eight.Deere & Company Plows Under the Past -- Nine.How Harman Changed Its Engineering Culture -- Ten.GE Healthcare in the Heart of India -- Eleven. "The popular HBR article "How GE is Disrupting Itself" by GE's CEO Jeffrey Immelt, Vijay Govindarajan, and Chris Trimble first coined the term reverse innovation, using it to describe GE's new approach to global strategy. GE, like most multinationals, follows a strategy of developing products at home and then adapting them for other markets around the world. But as growth accelerates in emerging markets and slows in developed ones, GE is also now doing the reverse: developing products in countries like China and India, and then distributing them globally. As the tip of the multinationals ice |