Vijay Govindarajan is the Earl C. Daum 1924 Professor of International Business and the Founding Director of the Center for Global Leadership at the Tuck School of Business at Dartmouth College, and served as the 2009 Professor-in-Residence and Chief Innovation Consultant for General Electric. In his talks, Govindarajan shares with audiences his work with CEOs and top management teams from various Global Fortune 500 firms where he challenges them to escalate their thinking around strategy as innovation. VG, as he is known, believes that in an era of constant change, companies need to constantly redefine their strategies – thus strategy is innovation. Govindarajan has been named one of the Top Ten Business School Professors in Corporate Executive Education, by Business Week; is one of the Top Five Most Respected Executive Coaches on Strategy, rated by Forbes; a member of Outstanding Faculty, named by Business Week in its Guide to Best B-Schools; a Top 50 Management Thinker, named by The London Times; Outstanding Teacher of the Year, voted by MBA students; and “superstar” Management Thinker from India, named by Business Week. Prior to joining the faculty at Tuck, Govindarajan was on the faculties of Harvard Business School and the Indian Institute of Management.
TOPICS
Strategy As Creating The Future (or Strategic Innovation)
We now live in an era of constant change where companies find that their strategies need almost constant redefinition. Strategy is therefore innovation. What kind of organizational DNA must companies need to anticipate and respond to changes on a continual basis? How can companies execute breakthrough strategies? How can companies create the future while managing the present?
Innovation in Emerging Markets
There is a daunting new reality facing global corporations. The Future is Far From Home. Indeed, the next phase of globalization will be defined by the phenomenon of innovation happening first in poor but rapidly advancing nations like China and India. Incumbent global corporations, headquartered in the rich world, are ill-prepared. Most have been organized to innovate at home and then distribute their offerings around the world, with, at best, local adaptations. In the new era, they must innovate in developing nations and then bring the innovations home.
