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The authors reveal how to execute an innovation initiative. Regardless of the type of initiative, the crux of the challenge is that business organizations are not designed for innovation; they are designed for ongoing operations. And there are deep and fundamental conflicts between the two.
Planning (firm) --- Industrial management. --- Strategic planning. --- Technological innovations --- Management. --- #KVHA:Economie --- #KVHA:Management --- #KVHA:Leiderschap --- #KVHA:Innovatie --- #KVHA:Meertalige communicatie --- 658.116 --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Business --- Industrial organization --- Technologische ontwikkeling. Innovatie. Ondernemerschap --- Innovations technologiques --- Gestion d'entreprise --- Planification stratégique --- Gestion --- Industrial management --- Strategic planning --- Gestion d'entreprise. --- Planification stratégique. --- Gestion. --- Innovation --- Planification stratégique.
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"The popular HBR article "How GE is Disrupting Itself" by GE's CEO Jeffrey Immelt, Vijay Govindarajan, and Chris Trimble first coined the term reverse innovation, using it to describe GE's new approach to global strategy. GE, like most multinationals, follows a strategy of developing products at home and then adapting them for other markets around the world. But as growth accelerates in emerging markets and slows in developed ones, GE is also now doing the reverse: developing products in countries like China and India, and then distributing them globally. As the tip of the multinationals iceberg, GE shows that successful global companies will have to do both. But succeeding at reverse innovation requires a different model than the one used in home markets. This book picks up where the ground-breaking HBR article leaves off, and goes beyond describing the reverse innovation phenomenon to showing how to do it. Through eight detailed case studies - PepsiCo, Procter and Gamble, EMC, Deere & Company, Logitech, Harman International , PIH/PACT, and, of course, GE - authors Govindarajan and Trimble explain how to succeed on the ground with reverse innovation, showing how these companies use a different management model than the one they use in their home markets. This book explains the new model these companies use -- the Local Growth Team -- and how it works, and offers a "Reverse Innovation Toolkit" providing readers with a step-by-step action plan for developing and implementing their own reverse innovation strategies. "--
Planning (firm) --- Business policy --- International business enterprises --- Technological innovations --- Strategic planning --- BUSINESS & ECONOMICS / Management. --- 658.116 --- Management --- Technologische ontwikkeling. Innovatie. Ondernemerschap --- BUSINESS & ECONOMICS --- Management. --- Business & economics --- BUSINESS & ECONOMICS / Management
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Business policy --- United States --- 658.114.2 --- 65.01 --- bedrijfsstrategie --- bedrijven, management --- case studies --- ondernemerschap --- organisaties, verandering --- Partnership --- Methods and methodology. Theory and practice of organization --- Creative ability in business. --- Entrepreneurship. --- New business enterprises --- Strategic planning. --- Management. --- 65.01 Methods and methodology. Theory and practice of organization --- 658.114.2 Partnership --- Creative ability in business --- Entrepreneurship --- Strategic planning --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Business starts --- Development stage enterprises --- How to start a business --- New companies --- Start-up business enterprises --- Start-up companies --- Start-ups (Business enterprises) --- Starting a business --- Startups (Business enterprises) --- Business enterprises --- Business incubators --- Entrepreneur --- Intrapreneur --- Capitalism --- Business creativity --- Business --- Success in business --- Management --- United States of America
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Examination of the financial viability of power sectors in 39 countries in Sub-Saharan Africa shows that only two countries have a financially viable power sector, and only 19 cover operating expenditures. Quasi-fiscal deficits average 1.5 percent of gross domestic product. If operational inefficiencies can be eliminated, power sectors in 13 countries become financially viable. In the remaining two-thirds of the countries, tariffs will likely have to be increased even after attaining benchmark operational efficiency. Analysis of power tariffs in another 39 African countries shows that about half of them have small first blocks with low lifeline rates. Data from national household expenditure surveys in 22 African countries show that the subsistence level of grid electricity is affordable to the vast majority of the population in many countries with low rates of access. However, benefits of progressive tariffs are compromised by the widespread practice of multiple connections, prompted by high costs of grid connection. Examination of the sex of the head of household shows that female-headed households are not disadvantaged in electricity use once income and the place of residence (urban or rural) are taken into account. However, female-headed households tend to be poorer, making it all the more important to focus on helping the poor.
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In Eastern Europe and Central Asia there are significant pressures for residential energy tariffs to rise, as government budgets are increasingly stretched and cannot afford to pay large energy subsidies. Further pressures for tariffs to rise come from environmental concerns, as the tariff levels that households now face do not cover the social costs of energy production. Because reforms that would increase energy tariffs are likely to affect significantly the poor and the middle class, their political feasibility may be questioned unless appropriate ways of cushioning the impacts can be devis
Power resources --- Petroleum products --- Electric utilities --- Business & Economics --- Industries --- Finance --- Prices --- Rates --- Finance. --- Electric companies --- Electric light and power industry --- Electric power industry --- Electric industries --- Energy industries --- Public utilities --- Mazut --- Petroleum --- Hydraulic fluids --- Energy --- Energy resources --- Power supply --- Natural resources --- Energy harvesting --- Refining
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India is home to one of the world's largest populations without electricity access. Traditionally, the Government of India has extended rural electrification using two instruments: consumption subsidies and free connections to households below the poverty line (BPL). This study centers on subsidies for electricity consumption, examine their size, frequency, and distribution to households. It uses poverty as a lens through which to focus more closely on these concepts, asking such questions as how well subsidies are targeted to BPL households. The study findings demonstrate that subsidies cover
Electric utilities --- Tariff --- Subsidies --- Elite (Social sciences) --- Business subsidies --- Corporate subsidies --- Corporate welfare --- Government subsidies --- Grants --- Subventions --- Vouchers (Subsidies) --- Welfare, Corporate --- Government aid --- Foreign trade promotion --- Trade adjustment assistance
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This paper studies the financial viability of electricity sectors in 39 countries in Sub-Saharan Africa using an approach similar to that in an earlier study, the Africa Infrastructure Country Diagnostic. The quasi-fiscal deficit in each country is calculated under two scenarios: existing utility performance and benchmark utility performance. In the first scenario, only two countries have a financially viable electricity sector (the Seychelles and Uganda). Only 19 countries cover operating expenditures, while several countries lose in excess of USD 0.25 per kilowatt-hour sold. Quasi-fiscal deficits average 1.5 percent of gross domestic product, and exceed 5 percent of gross domestic product in several countries. In this context, it will be difficult for utilities to maintain existing assets let alone facilitate the expansion needed to reach universal access goals. The number of countries with a quasi-fiscal deficit below zero increases to 13 under the second scenario, and to 21 when oil price impacts are considered, indicating tariff increases may not be needed at benchmark performance in these cases. Combined network and collection losses on average represent a larger hidden cost and are less politically sensitive to address than underpricing, so could be a smart area for policy focus to reduce quasi-fiscal deficits. Underpricing remains an issue to address over the medium term, as service quality improves. With no changes in power mix, tariffs would need to increase by a median value of USD 0.04 per kilowatt-hour sold at benchmark performance, representing a 24 percent increase on existing tariffs. Most countries have improved or maintained performance, and relatively few countries have had declining financial viability.
Cost of Electricity Service --- Electricity Tariffs --- Electricity Utilities --- Quasi-Fiscal Deficit --- Reform --- Subsidies
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The authors provide insights and advice that you need to : - Adapt innovations from the developing world to wealthier markets - Plan all-new ventures by testing and tweaking - Manage risk across an innovation portfolio - Avoid classic pitfalls such as stifling innovation with rigid processes - Iterate to arrive at the best possible product offering.
Creative ability in business. --- Creative thinking. --- Diffusion of innovations --- New products. --- Technological innovations --- Management. --- CREATIVE ABILITY IN BUSINESS --- DIFFUSION OF INNOVATIONS--MANAGEMENT --- TECHNOLOGICAL INNOVATIONS--MANAGEMENT --- ORGANIZATIONAL CHANGE --- Creative ability in business --- Creative thinking --- New products --- Management
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