Strategy of New Chief at Motorola Appears Poised to Pay Off

New York Times, October 29, 2009 — Sanjay Jha’s honeymoon as co-chief executive at Motorola lasted just a few minutes into his first meeting with employees in 2008.

Why should we trust you?” one employee blurted. The frustration was understandable. Motorola, which pioneered cellphones and built such consumer favorites as the StarTac and the Razr, had not had a hit phone in years, and a succession of leaders could not find one.

Mr. Jha, 46, an engineer who worked his way up at Qualcomm from a chip designer to the No. 3 executive, answered the challenge, saying employees should not take him on faith but watch what he did.

The Case for 'Reverse Innovation' Now

A sophisticated emerging-market strategy is not optional for companies that want to survive and thrive in the 21st century

BusinessWeek, October 26, 2009 — Is it possible that the most important innovations of the future will be adopted first in the developing world? In a recent Harvard Business Review article General Electric (GE) CEO Jeff Immelt and I argued that this phenomenon, "reverse innovation," will be increasingly common. Since then, the most common question we've been asked is "why now?"

We can answer this question by analyzing how American companies became global and why a new approach is needed going forward.

Twitter Serves Up Ideas From Its Followers

New York Times, October 26, 2009 — Companies big and small monitor Twitter to find out what their customers like and what they want changed. Twitter does the same.

It started two years ago as a bare-bones service, offering little more than the ability to post 140-character messages. Then, it outsourced its idea generation to its users. The company watches how people use the service and which ideas catch on. Then its engineers turn the ideas into new features.

A Problem-Solver's Guide to Copycatting

Fast Company, October 21, 2009 — Your business has a big problem. You've thought about it, but you can't seem to crack it. So you consult your colleagues — to no avail. Then you turn to the big guns — your industry's top experts. They've got nothing. (Well, to be precise, they've got 40 PowerPoint slides worth of nothing, and you've got $225,000 less of something.) Now what?

Indian Firms Shift Focus to the Poor†

Wall Street Journal, October 20, 2009 — Indian companies, long dependent on hand-me-down technology from developed nations, are becoming cutting-edge innovators as they target one of the world's last untapped markets: the poor.

P&G Exec: Innovation Needs To Be Purpose-Driven

MediaPost Publications, October 19, 2009 — Procter & Gamble's mantra, "The consumer is boss," has become a part of the fabric of marketing. But there's another related concept that is also critical to the company's successful record of innovation, according to P&G group president, North America Melanie L. Healey.

Hershey's Arrested Development

The chocolate maker's innovation cupboard is bare. Some wonder about what might happen to the company when consumers tire of the same old standbys

BusinessWeek, October 14, 2009 — Buried within Hershey's (HSY) Web site is a section that invites consumers to pitch their own ideas for new products. "We are seeking innovative concepts," it reads. "What's your big idea?"

Hershey could certainly use the help. The innovation cupboard at the $5.1 billion chocolate maker has grown bare.

It’s Brand New, but Make It Sound Familiar

New York Times, October 5, 2009 — Humans instinctively sort and classify things. It’s how we make sense of a complex world.

So when companies develop innovative products and services that don’t obviously fit into established categories, managers need to help people understand what comparison to make.

How GE Is Disrupting Itself†

For decades, GE has sold modified Western products to emerging markets. Now, to preempt the emerging giants, it’s trying the reverse.

Harvard Business Review, October 1, 2009 — In May 2009, General Electric announced that over the next six years it would spend $3 billion to create at least 100 health-care innovations that would substantially lower costs, increase access, and improve quality. Two products it highlighted at the time—a $1,000 handheld electrocardiogram device and a portable, PC-based ultrasound machine that sells for as little as $15,000—are revolutionary, and not just because of their small size and low price. They’re also extraordinary because they originally were developed for markets in emerging economies (the ECG device for rural India and the ultrasound machine for rural China) and are now being sold in the United States, where they’re pioneering new uses for such machines.

We call the process used... continue reading

Pop Artist

Meet the man with a nearly uncontainable design challenge: making Coke even bigger (and staying ahead of Pepsi).

Fast Company, October 1, 2009 — The image on the Webcam is grainy but unmistakable: a blond woman, likely in her thirties, steps up to a shiny silver soda-fountain machine at a fast-food restaurant in Atlanta and plants a fat kiss on its side. The moment is unscripted and, as far as the woman knows, unwitnessed by anyone except a girl who appears to be her daughter, busily filling her cup. If great design is all about creating a bond between your product and your customer, this is clearly some kind of mechanized Cyrano de Bergerac, brokering the ardor between a consumer and her Diet Cherry Coke.

The reason for this public display of affection? It might be the fountain's astounding array of choices, more than 100 different Coca-Cola variants, including exotic hybrids such as Minute Maid... continue reading