Blog entries tagged with 'Vijay Govindarajan'

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Selective Forgetting
By: Sydney Finkelstein Posted: May 11th, 2016

Professor Vijay Govindarajan shares some life lessons in this Q&A

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Tuck Strategists: Vijay Govindarajan
By: Kirk Kardashian, Tuck School of Business Posted: Jan 20th, 2015

“Finding creative ways to move up in life requires innovative thinking. The only way to succeed is innovation.” - Professor Vijay Govindarajan

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Tuck School of Business Professors Ranked in 2013 Thinkers50
By: Sonia Pargells, Michelle Massa, Tuck School of Business Posted: Nov 12th, 2013

We are proud to announce that four professors from the Tuck School of Business are ranked in the top-50 for management and business thought leadership, and one new addition to their ‘On the Radar’ list.

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Changing the Game: The Innovation Mindset that Defeated Poverty
By: Tuck School of Business Communications Posted: Sep 3rd, 2013

In his recent blog with coauthor, Srikanth Srinivas, Tuck School of Business Professor Vijay Govindarajan (VG) tells the tale of an unexpected innovator.

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Thinkers50: Cast Your Vote for the Most Influential Management Thinker
By: Sonia Pargellis Posted: Jun 12th, 2013

The Thinkers50 – a biennial global ranking of the world's 50 most influential living management thinkers – named three Tuck School of Business professors to its list in 2011.

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The Lack of Infrastructure in India May Lead to Innovation: Interview with Vijay Govindarajan
By: Sayantani Kar, Business Standard Posted: Mar 5th, 2013

In a recent interview with the Business Standard (India), Tuck Professor Vijay Govindarajan (VG) cites several examples of reverse innovation including telecommunications and health care in India.  He explains there is no existing infrastructure to think through in India, so we can think freely. 

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P&G Innovates on Razor-Thin Margins
By: Vijay Govindarajan Posted: Apr 27th, 2012

In this blog post on HBR.org, VG illuminates a reverse innovation in action: the razor market in India. Gillette needed to innovate for the very different market needs of low-income Indian consumers compared to U.S. consumers. So they sent a team to India to do ethnographic research and leveraged those findings to create a product that cost just 3% of it's U.S. counterpart's production costs.

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