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Tel: 603-289-0007
vg@dartmouth.edu

VG personally handles all inquiries. The best way to reach him is his email address. Only as a backup, use VG’s cell phone: 603-289-0007.

Opinion

Harvard Business Review

VG writes about strategy, innovation, and execution on HBR.

  • What U.S. CEOs Can Learn from GM’s India Failure General Motors, once the world’s largest car maker, has decided to stop selling vehicles in India by the end of 2017, since it considers its India operation to be not profitable. The company re-entered a liberalizing India in 1994, after abandoning the country...
  • Celtics Should NOT trade their Number 1 Pick Once Celtics sign two players under maximum contract ($30 million pay per year), they wont have enough cap space to sign a third star under max contract. So that leaves one more slot. Isaiah Thomas (IT) is coming up for free agency in 2018 summer. He will demand max contract. Can...
  • HBS Professor Mihir Desai’s New Book In The Wisdom of Finance: Discovering Humanity in the World of Risk and Return, my friend and HBS Professor Mihir Desai shows how the big ideas of finance can be mapped to ways to understand one’s life. Each chapter is a big idea of finance (risk, valuation, leverage,...
  • Vote For Ron Adner in Thinkers 50 My good friend Ron Adner, David T. McLaughlin Professor at Tuck at Dartmouth, a Best Selling Author, and an Award-Winning Teacher, is the world’s leading expert on strategy and innovation. May I request you to cast your vote for him on the Thinkers50 List this year:...
  • DIGITAL REVOLUTION IN US HEALTH CARE US health care system is on an unattainable path— very high cost, not necessarily world class quality, and cannot guarantee universal access. Here are 21 companies that are using digital technologies to transform health...

BusinessWeek

VG writes a column featured in BusinessWeek. The column explores how large established companies can stay innovative.

The Case for 'Reverse Innovation' Now October 26, 2009
A sophisticated emerging-market strategy is not optional for companies that want to survive and thrive in the 21st century.

American Business' Future Lies Far From Home September 28, 2009
Innovation increasingly will come from the developing world. U.S.-based companies that recognize this will have a big edge.

No Innovation without Ambition May 18, 2009
The failures of risk management that led to the financial crisis need innovative solutions, say authors Vijay Govindarajan and Chris Trimble. For that, we need the full passion and unbridled optimism of our business leaders.

The Economic Times

Not just Ideas August 25, 2006
We have shelves full of books on Innovation. Interestingly, the vast preponderance of these books is only about 1% of the job — the front-end of the innovation process. The front end is about creativity, discovery, and breathtaking new ideas. But what of the back-end (the other 99%)?

Plan or Action May 19, 2006
See how Rajan's refusal to plan ahead cost him his business.

A Challenge of Olympic Proportions May 12, 2006
It’s not just hype New technologies really do threaten strong, proven companies. Even those that have been successful for several generations. Consider the case of Kodak.

Innovation Drive but Network Down May 5, 2006
Ideas are great, but what happens after?

Slaying Dragons April 28, 2006
Understanding the "Planning Process" of corporations.

Innovation Transfusion April 21, 2006
An organization built for success in one business is unlikely to succeed in one that is very different. Unless, that is, it creates a separate and wholly new gene pool.

After The Eureka April 14, 2006
Yes, groundbreaking ideas are important. But in any great innovation story, the brainstorm is only the beginning. Genius is 1% inspiration, 99% perspiration. Thomas Edison said it nearly a century ago. Few listened.

Great ideas are not enough April 7, 2006
From Idea to Execution Great ideas are not enough. The CEO who delegates execution, and moves on is usually making a big mistake.

Experiment to learn March 17, 2006
Raji was nervous. She was six months into the most demanding leadership challenge of her career — building a high-growth-potential (but risky!) new business inside of the large company where she had worked for over a decade.

A revolutionary competitor threatens March 10, 2006
Over the past several months, we’ve enjoyed interacting with many executives intrigued by our lead article, ‘Building Breakthrough Businesses Within Established Organizations,’ in the May 2005 issue of Harvard Business Review.

When cultures collide March 2, 2006
In fast moving industries, it can be devilishly difficult to stay ahead of the curve. When confronted with a brash startup wielding a revolutionary technology, incumbents can fight... or they can simply reach into their deep pockets and acquire.

So what's your performance number? January 20, 2006
What gets measured, gets done. It’s a motivational strategy that’s proven and powerful. A disciplined practice of holding people accountable to numbers is often touted as a hallmark of successful companies.

Forget, borrow, learn January 13, 2006
Hari: “Jayanth, you seem to think we can succeed in this business without discipline, and without a relentless focus on costs.

Fast Company

The Leading Edge is a column by VG and Chris Trimble featured in Fast Company. The column explores how large established companies can stay innovative.

From Idea to Execution December 2005
So you've found a great idea and a great leader to champion it. The biggest challenges are still to come.

Ideas Are Not Enough November 2005
Yes, groundbreaking ideas are important. But in any great innovation story, the brainstorm is only the beginning.

Is Innovation in your Organizational DNA? October 2005
An organization built for success in one business is unlikely to succeed in a much different one. Unless, that is, it creates a separate group with an entirely different DNA.

When Cultures Collide September 2005
You've just bought another company. Now leave it alone.

When the Curve has Passed You By August 2005
A revolutionary competitor threatens to make your business obsolete. What to do?

Borrow–in Moderation July 2005
Startup teams within larger organizations shouldn't learn all the lessons of their parent companies.

Innovation and the Inevitable Break-the-Rules Backlash March 2005
Nurture new ways of doing business within your organization–but not at the expense of the "old guard."

Our Wish for 2005 February 2005
There are dozens of ways to make a profit. But only one that connects with the soul.

Our Wish for 2005 January 2005
There are dozens of ways to make a profit. But only one that connects the soul.

Experimentation Is Easy, Learning Is Not December 2004
The notion of experimenting and learning makes everyone feel good. But not everyone really understands what it means.

Amnesia by Design November 2004
If it's true that organizational history repeats itself, perhaps the best thing to do is forget everything that you've learned.

Forget, Borrow, Learn October 2004
The needs of new business efforts and existing organizational initiatives aren't necessarily mutually exclusive. Leaders need to find a middle way that draws on innovation as well as efficiency.

A Challenge of Olympic Proportions September 2004
As companies such as Kodak show, innovation isn't the only requirement for success. Leaders need to execute on their ideas, as well.

Strategy, Execution, and Innovation August 2004
Innovators know that the importance of strategy decreases as uncertainty increases. The solution? Strategize. Then, strategize again.

What's So Good About Business? July 2004
Instead of being defensive when people challenge business activities, benefits, and ethics, leaders should be more vocal about what they do right–and how they help society.

Shooting for the Moon June 2004
Aspirations–like leadership skills–aren't always enough. Leaders must do more than motivate; they must manage.

Planning Not to Learn May 2004
Time spent planning is not always time spent not doing. Those who plan–learn.

By the Numbers: You Can't Quantify Learning April 2004
Paying close attention to the bottom line and objective measures of performance doesn't always work. So how do you evaluate innovators and experimental business?

The Monster in the Closet: Reliable Unpredictability March 2004
Companies must balance efficiency and entrepreneurship, and embrace reliable unpredictability.

Other

Breakthrough - Achieve major innovations July, 2007 (subscription required)
Do you go for efficiency or entrepreneurship?

Financial Times Articles

Business is Sent Back Into the Classroom
Learning from experiments is an essential part of innovation, and yet it required a mindset inherently at odds with the traditional approach to business planning. How should managers reconcile these conflicting objectives?
View the Financial Times Mastering Innovation special section.