Vijay Govindarajan (1949- )![Vijay Govindarajan Vijay Govindarajan](images/govindarajan.jpg)
Indian expert in innovation and global management who works at the Tuck Business School in Hanover, New
Hampshire (pictured right) .
Key books
![Vijay Govindarajan Vijay Govindarajan](images/govin-trimble.jpg)
Ten Rules for Strategic
Innovators: From Idea to Execution (2005), written with Chris Trimble
(pictured right)
Innovation in strategy (“strategic innovation”) is vital to an organization’s long-term
success.
This requires:
1. Box 1-2-3 strategy
Box 1 - present
(which has to be managed).
Box 2 - past
(to be selectively forgotten to avoid the past's mistakes but keeping its good bits).
Box 3 - future
(which must be created through creativity - see point 2).
2. Creativity
The generation of new ideas by
- using resources from existing businesses.
- forgetting some of the key assumptions for the organization’s current success.
2. Execution
The effective implementation of innovative strategies through the “organizational DNA”:
- staffing (talented and motivated employees).
- systems (efficiency of processes like production and continuous learning and
improvement).,
- structure (ensuring the organization’s structure encourages customer responsive
innovation).
- culture (values shared by all employees).
![Vijay Govindarajan Vijay Govindarajan](images/govin-immelt.jpg)
How GE is Disrupting Itself (2009 Harvard
Business Review article), written with Jeffrey Immelt (pictured
right) and Chris Trimble
“Reverse innovation”, used by General Electric (GE), develops a new product in a
poorer/developing country like India or China and sells it to rich countries like America.
This reverses the normal policy of “glocalization” - developing new products in rich
countries that are sold (with slight modifications) to poorer countries.
![Vijay Govindarajan Vijay Govindarajan](images/govin-bagchi.jpg)
The Emotionally Bonded Organization (2009
article), written with Subroto Bagchi (pictured right)
In the “emotionally bonded organization” employees sacrifice their own short-term
aims (without any extra money) for the sake of the organization’s long-term success.
This requires an “emotional architecture” that creates positive employee attitudes towards
each other and the organization.
These attitudes result from:
- visible, visionary and empathetic leadership.
- effective two-way communication.
- “bonding through adversity”.
- inspirational corporate values (reinforced by organizational myths and rituals).
- employee support networks.
- recruiting the best people.
Key quotes
on communication
Emotionally bonded organizations experience rich communication.
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