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Chakravorti speaks at FedEx Spirit of Success, presented by the Times of India Group
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Chakravorti cited as part of a select group of "new-age" gurus in India's pre-eminent newspaper, Economic Times, January 2, 2005
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"From Imitation to Innovation" invited article featured in special issue with opinions of 25 top CEOs and thought leaders on India in 2020 in Business Today
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Bhaskar Chakravorti featured on cover of January issue of India's leading business magazine, Business Today
Economic Times Interview , July 19 2004
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Less not Moore, from the Economic
Times
by Chirantan Chatterjee, September 17, 2004
Bhaskar Chakravorti, management's hottest new guru, takes
on the sacred cow called innovation saying that it's not about
thinking out of the box, but more about reaching equilibrium.
See article: http://economictimes.indiatimes.com/articleshow/853252.cms
Chakravorti's work on innovation strategy featured
in The Economist
April 22, 2004
The Oxford English Dictionary defines innovation as “making
changes to something established”. Invention, by contrast,
is the act of “coming upon or finding: discovery”.
Whereas inventors stumble across or make new things, “innovators
try to change the status quo,” says Bhaskar Chakravorti
of the Monitor Group, another consulting firm, “which
is why markets resist them.” Innovations frequently
disrupt the way that companies do things (and may have been
doing them for years)....
Mr Chakravorti believes that the problem lies with the marketing
of new innovations. It has not, he says, caught up with the
way that consumers behave today. “Executives need to
rethink the way they bring innovations to market.” Too
many are still stuck with the strategies used to sell Kodak's
first cameras almost 120 years ago, when the product was so
revolutionary that the company could forget about competition
for at least a decade. Today, no innovation is an island.
Each needs to take account of the network of products into
which it is launched
Chakravorti's work featured in India's leading business
newspaper, Economic Times
April 12, 2004
"All in the Game"
See article: http://economictimes.indiatimes.com/articleshow/611250.cms
"The New Rules for Bringing Innovations to Market,"Harvard
Business Review
March 2004
Summary:
It's tough to get a critical mass of consumers to adopt innovations--and
it will continue to get tougher. That's because more and more
markets are taking on the characteristics of networks. The
interconnections among today's companies are so plentiful
that often a new product's adoption by one player depends
on its systematic adoption by other players. The traditional
levers marketing executives use to launch products--such as
targeting unique customer segments or developing compelling
value propositions--don't work as well in this new environment.
Instead, innovators must orchestrate a change of behaviors
across the market so that a large number of players adopts
their offerings and believes they are better off for having
done so. Orchestrating such system-wide change is hard. It
is the failure to recognize this dark side of a networked
world that contributed to the miscalculations that characterized
the over-investments in the 90s and will continue to dog the
footsteps of future generations of innovators. In this article,
Monitor Group's Bhaskar Chakravorti outlines a four-part framework
for successfully bringing innovations to market in this new
world: Reason back from a target endgame, implementing only
those strategies that maximize the chances of getting to goal;
complement power players, positioning the innovation as an
enhancement to their products or services; offer coordinated
switching incentives to three core groups: the players that
add to the innovation's benefits, the players that act as
channels to adopters, and the adopters themselves; and preserve
flexibility in case the initial strategy fails.
To see full article, visit: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=6247
"Slow Pace of Fast Change" featured in
India's leading business newspaper, Economic TImes
February 8, 2004
see
this article (JPEG Format, 2.25 mb)
"Exploiting Your Own Potential," in Siemens
Keynotes Magazine, February 2004
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format, 133 kb)
Chakravorti talks about the Macintosh on its 20th
anniversary and Apple's strategy to take innovation to market
on CBS MarketWatch, January 24, 2004.
"For Apple to make it in a market, it needs
to work in a multilateral way," said Bhaskar Chakravorti,
a partner at the Monitor Group, a Cambridge, Mass.-based global
strategy firm and the author of "The Slow Pace of Fast
Change."
"It's in Apple's interest to think equilibrium. The question
remains if this company can find a balance between all the
roles of the players in the marketplace where a new equilibrium
works for them and others," Chakravorti said.
http://cbs.marketwatch.com/news/story.asp?guid={84E6D100-9DB5-4988-9049-E8369E3A908F}&siteid=mktw&dist=&archive=true
The More Things Change, the More (and Less) They Stay the
Same Interview by Bhaskar Chakravorti in Ubiquity: A Web-based publication of the ACM, Volume
4, Number 28, Week of September 9 - September 15 2003
In this issue: Bhaskar Chakravorti tells how the network hinders,
then helps market innovation
read the interview
"The Role of Adoption
Networks in the Success of Innovations" draft, forthcoming
in Technology in Society, 2004.
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"Oracle's Blind Alley" by
Bhaskar Chakravorti in Darwin
www.darwinmag.com
www2.cio.com
"The Circuitous Path to an IT Payoff" by
Bhaskar Chakravorti in Optimize Magazine, July 2003.
The path from IT investment to business value is long and
difficult to predict, says a partner at advisory firm Monitor
Group. Smart CIOs recognize that success often depends not
only on the quality of an application, but also on how many
people they can persuade to adopt it. That, in turn, requires
CIOs to cultivate "adoption networks" and to keep
their options flexible.
http://www.optimizemag.com/issue/021/management.htm
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