Building Breakthrough Businesses Within Established Organizations
Harvard Business Review | May 2005
Strategic experiments are crucial to long-term growth—but exactly what does it take to get promising ideas out of the incubator and up and running as sustainable new businesses?
How GE Is Disrupting Itself
Harvard Business Review | October 2009
For decades, GE has sold modified Western products to emerging markets. Now, to preempt the emerging giants, it’s trying the reverse.
Stop the Innovation Wars
Harvard Business Review | July-August 2010
Tensions between your innovation team and core operations can derail your company’s growth initiatives. Here’s how to end those battles.
Winner of the McKinsey Award for Best Harvard Business Review article, 2010
Designing a $300 House
Harvard Business Review | 2011
Use leapfrog innovation to design a $300 house for the poor.
The CEO's Role in Business Model Reinvention
Harvard Business Review | January-February 2011
A forward-looking CEO must do three things: Manage the present, selectively forget the past, and create the future.
Reverse Innovation Playbook
Harvard Business Review | April 2012
Insights from a company that developed products for emerging markets and then brought them back home.
Delivering World-Class Health Care, Affordably
Harvard Business Review | November 2013
Innovative hospitals in India are pointing the way.
Engineering Reverse Innovations
Harvard Business Review | July-August 2015
Principles for creating successful products for emerging markets.
Winner of the McKinsey Award for Best Harvard Business Review article, 2015
