Overview

To capitalize on the rapid rise of emerging markets like Brazil, China, and India, global corporations must abandon their ethnocentric innovation model — which concentrated all their R&D resources in the West. Instead, they must embrace a "polycentric" innovation model in which R&D capabilities are distributed globally to swiftly seize regional opportunities and yet are integrated into a loosely-coupled global innovation network to drive creative synergies on an international scale. Renowned expert Navi Radjou will draw upon real-life case studies on Cisco, GE, IBM, John Deere, and Nokia to articulate the business benefits of polycentric innovation and offer a phased (and realistic) roadmap for traditional companies to embrace this new innovation model fit for success in a globally-dispersed knowledge economy. In particular he will address the following points:

1)  What innovation potential exists in emerging markets like India, China, and Brazil for global corporations? How big are these opportunities?

2)   Why polycentric innovation is rapidly becoming the new norm for conducting global R&D effectively.

3)   Which firms are already doing it well and what benefits have they achieved to date

4)   What organizational challenges do companies face in implementing the polycentric innovation model? How to overcome them.

5)   What is a phased maturity model for adopting the polycentric innovation approach? How to get started.

Takeaways

·         Access to slides used during the session via webinar technology

·         Your questions answered live by an expert during the session with follow up questions by email

·         Summary set of slides available to participants after the session

 * Note: This is the second session of Management Roundtable's 2010 Innovation Leadership Guru Series

Session Leaders

Navi Radjou is the Executive Director of the Centre for India & Global Business at the Judge Business School at the University of Cambridge. The Centre brings together business, academic and policy leaders and young people from around the world eager to shape India's leading role in the global knowledge economy. Previously, Navi was a vice president at Forrester Research, where he led the firm's analysis of how globalized innovation is driving new collaborative market structures and organizational models

Prior to joining Forrester, Navi worked as IT consultant in Asia. In Singapore, as a consultant to the National Computer Board, he contributed to the launch of its Center for Strategic Process Innovation. In Thailand, for the Ministry of Science, he built an intranet system that was recognised in 1998 by the Smithsonian Institution as a best example of technological innovation and given a place in its permanent research collection. Before he came to Asia, Navi worked as a development analyst at IBM's Toronto Software Lab.

An Indian-born French national, Navi holds undergraduate degrees in business IT from the University of Paris and CNAM-Paris and an MS in information systems from Ecole Centrale Paris. Navi also attended the Yale School of Management.

What you will learn

How to capitalize on the rapid rise of emerging markets like Brazil, China, and India. Specifically you will learn:

1)  What innovation potential exists in emerging markets like India, China, and Brazil for global corporations

2)   Why polycentric innovation is rapidly becoming the new norm for conducting global R&D effectively.

3)   Which firms are already doing it well and what benefits have they achieved to date

4)   The organizational challenges companies face and how to overcome them.

5)   About a phased maturity model for adopting the polycentric innovation approach.

6)  How to get started.