Harvard Business Review

MAY 8, 2012

Looking beyond Japan, iconic six sigma companies in the United States, such as Motorola and GE, have struggled in recent years to be innovation leaders. 3M, which invested heavily in continuous improvement, had to loosen its sigma methodology in order to increase the flow of innovation. So should we abandon continuous improvement?

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Harvard Business Review

DECEMBER 23, 2010

A post that neatly distilled a problem, framed an important question, and led to much commentary was Vijay Govindarajan's The $300 House: A Hands-On Lab for Reverse Innovation? Another post that reminded us that the developed world has much to learn from the developing one was What Poor Countries Can Teach Rich Ones About Health Care.

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Blog Govindarajan Taylorism Taylor 15

Harvard Business Review

JANUARY 27, 2014

The idea to design and build a $300 house first appeared here on the HBR site in August 2010, in a post by me (Vijay Govindarajan) and Christian Sarkar, and then again as one of several ideas in the HBR Agenda 2011. What reverse innovation lessons might be learned by the participants in such a project? Urban Housing Design Prototype.

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Harvard Business Review

MARCH 17, 2016

The choice of the price position affects the overall business model, the product quality, branding, and how to innovate. The Wave, a motorbike manufactured by Honda for the Vietnamese market, provides clear, affirmative proof that a huge, global manufacturing company can win in the ultra-low-price segment against local competitors.

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Price Airlines Govindarajan Advertising 8

Harvard Business Review

JANUARY 10, 2011

Editor's note: This post is one in an occasional series on Vijay Govindarajan's and Christian Sarkar's idea to create a scalable housing solution for the world's poor. Each post will examine the challenge from a different perspective, including design, technology, urban planning and more. Today, Stephanie A. We learned quite a bit.

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Harvard Business Review

FEBRUARY 24, 2011

Editor's note: This post is one in an occasional series on Vijay Govindarajan's and Christian Sarkar's idea to create a scalable housing solution for the world's poor. Achieving Global, Low-Cost, Class-A Construction. This development plan can be scaled to build 3 million or 30 million units per year, if needed.

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N2Growth Blog

OCTOBER 7, 2010

Lafley - The former Chairman and CEO of Proctor & Gamble gave a clinic on innovation. I’ve never heard anyone speak so fluently on the topic of innovation. Vijay Govindarajan - Vijay is a Professor of International Business and the Founding Director of Tuck’s Center for Global Leadership at Dartmouth.

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