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Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth (Englisch) Gebundene Ausgabe – 20. April 2012

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Produktbeschreibungen

Pressestimmen

"Jugaad Innovation goes farther than conventional business books that chart consumer growth in Brazil, Russia, India, and China. It explains how emerging economies are pioneering the art of 'frugal engineering,' then provides practical tips on how Western companies--from tech startups to multinational industrial corporations--can likewise do more with less. A provocative and entertaining read for 21st century business leaders."
--Carlos Ghosn, CEO, Renault-Nissan
 
"The authors have it right: highly structured innovation processes can't deliver all the breakthroughs required by today's 'speed of business.' What's called for are new practices that work with--not against--the forces that drive our hypercompetitive world. Jugaad Innovation lays out the new principles that you--and every forward-thinking leader in your company--need right now."
--Charlene Li, founder, Altimeter Group; bestselling author, Open Leadership
 
"Businesses must move away from the top-down organizational hierarchies that have defined the past and transform themselves into social enterprises built on bottom-up, agile models based on collaboration. Jugaad Innovation shows how you can enable your entire ecosystem--employees, customers, and partners--to make significant contributions and drive hypergrowth. An important book for anyone who wants to compete in the future."
--Marc Benioff, chairman and CEO, salesforce.com; bestselling author, Behind the Cloud
 
"CEOs tend to manage innovation like an orchestra conductor--with a traditional, hierarchical, and prescriptive approach. Jugaad Innovation shows how to innovate like a jazz band--with improvisation, creativity, and agility. Both styles are necessary on today's global stage."
--Doreen Lorenzo, president, frog
 
"We are entering an age when humanity's grand challenges are being solved by a new generation of 'do-it-yourself' innovators employing jugaad-style thinking. Today the entrepreneurial spirit of your very own employees, customers, and partners--empowered by new technologies--can literally change the world. X PRIZE has proven the value of jugaad by leveraging this bottom-up approach of 'better, faster, cheaper' to the point of sending a man into space for a fraction of what NASA spends. This compelling new book, Jugaad Innovation, articulates how you can start to accomplish amazing things on a shoestring. It is a vital read."
--Peter H. Diamandis, founder and chairman, X PRIZE Foundation
 
"Jugaad Innovation throws cold water in the faces of CEOs, reminding them of the immense power of grassroots, do-it-yourself, cheap, quick, simple innovation. This is one of the most important lessons that emerging markets are teaching the West."
--George F. Colony, CEO, Forrester Research
 
"I've long argued that the role of business is to make the world a better place. In the new economy, this requires true innovation--bold ideas, gutsy people, and extraordinary actions. Need a new roadmap? Fresh inspiration? Accessible tools? It's all in this remarkable book, Jugaad Innovation. Get a copy for yourself and every member of your team today."
--Kevin Roberts, CEO worldwide, Saatchi &Saatchi; bestselling author, LoveMarks

'The authors provide a wealth of examples of entrepreneurs who have found success by doing more with less' (Financial Times, 19th May 2012)
 
"Jugaad Innovation" is the most comprehensive book yet to appear on the subject' (The Economist, 24th May 2012)
 
'This inspirational book leaves the reader brimming with hope and excitement for the future.' (I Global Intelligence, July 2012)

Klappentext

Innovation is a major directive at corporations worldwide. But how do you drive innovation and growth as the global business landscape becomes increasingly unpredictable and diverse? Western corporations can no longer just rely on the old formula that sustained innovation and growth for decades: a mix of top-down strategies, expensive R&D projects, and rigid, highly structured innovation processes. Jugaad Innovation argues that the West must look to places like India, China, and Africa for a new, bottom-up approach to frugal and flexible innovation.
 
Building on their deep experience of innovation practices with companies in the United States and around the world, the authors articulate how jugaad (a Hindi word meaning an improvised solution born from ingenuity and cleverness) is leading to dramatic growth in emerging markets-and how Western companies can adopt jugaad to succeed in our hypercompetitive world. Delving into the mindset of jugaad innovators, the authors discuss the six underlying principles of jugaad innovation:
* Seek opportunity in adversity
* Do more with less
* Think and act flexibly
* Keep it simple
* Include the margin
* Follow your heart
 
To show these principles in action, the authors share previously untold stories of resourceful jugaad entrepreneurs and innovations in emerging markets. The authors also describe how forward-thinking Western firms like 3M, Apple, Renault-Nissan, Facebook, GE, Google, IBM, and PepsiCo are already applying these principles of jugaad to innovate faster, cheaper, and better-and to win.
 
A groundbreaking book, Jugaad Innovation shows leaders everywhere why the time is right for jugaad to emerge as a powerful business tool in the West-and how to bring the jugaad mindset and practices to their organizations.
 
For more information, case studies, and tools, visit JugaadInnovation.com.

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Format: Gebundene Ausgabe
There are many publications on successful innovations and best or worst practices. They all do not take into account what it takes to create innovations in new frontier markets. India has been gaining a lot of attention during the last decades and many Western companies try to succeed in India with their innovations - and often fail. The authors of "Jugaad Innovation" are able to provide six key principles of how to achieve success with Jugaad Innovation. They provide a whole new perspective on the success factors and deliver key insights through the use of many examples in several emerging markets. Recent concepts, such as the Base of the Pyramid, are introduced and prominent examples, such as M-Pesa or the Nokia 1100 are described. Therefore, the book is a great investment for practitioners as well as academics interested in innovations in emerging markets.
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Amazon.com: HASH(0x8cd1c594) von 5 Sternen 58 Rezensionen
48 von 51 Kunden fanden die folgende Rezension hilfreich
HASH(0x8ce1fd68) von 5 Sternen Old Wine in Older Bottle 7. Januar 2013
Von Sandeep Bhaskar - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
The book was mentioned in an article in the Economist last year and I have been meaning to read it ever since. The book turned out to be a big downer. The first chapter starts with an Albert Einstein quote about simplicity and moves downhill from then on. My impression of the book seems to be in contrast to most others who have reviewed the book. That may be because I have some prior information on some of the case studies mentioned in the book and because I have some grave issues of the claims made in the book.

The only thing I liked about the book was the number of case studies. It is imperative to point out that I didn't buy into most of the conclusions made from the case studies, but just the description of the work that some firms and individuals are doing. I get back to the details on this later in the review.

The things I didn't like: the assumptions; the presentation; and the conclusions drawn. I will describe each in more detail here.

Let us start with the assumptions part. The book repeatedly makes some assumptions that it expects everyone should take as a statement of fact. The authors believe, and assume that it is true, that this is a post-industrial world where there has been a qualitative change in the amount of resources available to the people of the world. They also assume that people in general are worse off than they were in the prior decades and that it is a world that has gone beyond materialism. The first argument seems too much like the people who cried hoarse about the world running out of coal in the 1800s. The second assumption about falling living standards over the prior decades is plain wrong, but the authors seem to assume that it is true. They also make the assumption that for some reason developing countries are very diverse, and that this is different from developed countries. They also cite the example of India with multiple religions, languages and cultures. I can present a counter example of China which is predominantly a country of one language and one culture. To make a general statement to this effect is outright wrong. The same tone continues with various other claims.

Hindi is my first language, and so I know what the term "JUGAAD" refers to. It was a clever use of the world for the title, but to use it about a 1000 times in the book was downright irritating. I thought of giving up reading the book just because of this but decided to wade through just to make a balanced judgement of the book. Once is fine, a few times is manageable, but to insert the word jugaad everytime you use the word innovator or entrepreneur is horrible. Furthermore, when you read the book you know it is written by many authors. Some chapters are in third person, others in second. How can an editor overlook something as basic is this? On top of it some of the analogies were just tacky. Consider for example the case when they introduce Salesforce.com and its founder. They say Software as a Service (SaaS) was something considered useless at the time Salesforce.com was founded, but today it is the rage in the form of cloud computing. Fine, but then they go on to claim that the term cloud computing is appropriate because the founder of Salesforce.com saw a silver lining in all the dark clouds while he promoted his company, and so the name cloud computing is appropriate for a field that he established. They should write for movies!

Now let us look at some conclusions. The book mentions the case of YES BANK and how they are pioneering the idea of providing banking to the unbanked or the underbanked. YES BANK is a relatively new entity but has managed to get some sort of national presence in India. They have about 230 odd branches in the country. About 50 of them are in second tier cities (there are more than 50 branches of YES BANK if we just put Delhi and Mumbai together). Most of these semi-urban branches are in the richest states in the country. The other 180 odd (including the 50 odd in Delhi and Mumbai) are in major cities in each state. If the idea was to bank the unbanked and the underbanked in India, these were the last places a bank would go. I have not studied the balance sheet of the bank, but if branch locations are any indicator, they they are not doing what the book claims they are doing. To take up another example. Suzlon Energy is today one of the largest wind energy companies in the world. The founder of the company started off by setting up a textile unit, but gave up due to problems, and instead decided to get into the wind turbine business. The term "jugaad" means you overcome difficulties to solve your problem: not that you give up your problem and start solving some other problem. Suzlon by no means is a failure, but to change your line of business is not "jugaad" in my lexicon. The founder just found more profit opportunities in an industry that was new and got into it. I don't think this was the message that the book wants to present. But to include it anyways was trying to read what you want to in anything that you see.

Getting back to some of the case studies. The book repeatedly mentions the Tata Nano, an ultra low cost car made by Tata Motors (the owner of Land Rover and Jaguar). The car has been a failure in India, one of the most value conscious markets. To claim that it would challenge the big guys in the auto market was a bolt out of the blue. They argue through most of the book that regular marketing and sales channels have failed to understand customers and they need to change, but towards the end they say GE has transformed itself under Jeffrey Immelt because he spent his life in the marketing and sales department! How come, the division is bad as long as it serves their purpose, but is wonderful when they want to make a point that suits their agenda?

Most of the reviews presented on the description page on Amazon are from companies which have been repeatedly mentioned in the text as doing a "good job." If I had to summarize the message of the book in one sentence it would be this: firms will have to adopt to the new world where customers interact more with each other, and those that are not flexible will die. Hence, the title of the review. It is very old wine, in a very old bottle. If only they would have spent more time in describing some of the lesser known case studies (from rural areas in Asia, or Africa, or Latin America) it would have been a much better read.
32 von 37 Kunden fanden die folgende Rezension hilfreich
HASH(0x8cf38708) von 5 Sternen hiding in plain sight 25. Mai 2012
Von tom abeles - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Vine Kundenrezension eines kostenfreien Produkts ( Was ist das? )
The world is filled with cleverness, doing more with less. And there are ash heaps filled with clever ideas that failed for many reasons. In many ways the developed world has become obsessed with innovation and "out of the box" thinking. There are consultants and companies that specialize in running workshops for individuals and corporations on "creative problem solving" and there are companies that make a living on developing such products/services. Design schools offer courses and projects. Even primary and secondary schools hold contests. Those who work in developing countries have been to symposia, fairs and similar events which have showcased ideas such as clay pot water filters, low cost, energy-efficient, wood stoves, rolling water carriers, simple post harvest technologies and much more. In the techie area one might cite Linux, open source movements and open access education such as University of the People. In finance we have the Grameen Bank and its clones, even in the US. This book is a journey of re-discovery in the form of a narrative in which the authors have basically compiled a very selective and partial list of some of these ideas that have at least succeeded and survived long enough to serve as an example.

Jossey-Bass, the publisher, is strong in the education arena where this book might best find a place in a library or in a set of readings. The book is listed under their "business/management". But it is hard to believe that the corporate world would see this as significant given all the professional and trade journals which eagerly grasp at any idea which keeps reader attention and away from a mouse click to the next posting. In fact, the corporate landscape is over-run with consultants proffering their services in all such areas of cleverness from lean manufacturing, lean management, product development, results only work environments, "ROWE", and the equivalent of discovering how to turn "garbage" into gold.

The authors have created "buzz" around this well-mined area, as many others have done. They accomplish this by elevating an obscure term, Jugaad, and then back casting a "process", one of many, for how to develop such innovation into a "business". In doing so, they create the same faux pas that they see happened with many prescriptive programs in all areas from business management to creative problem-solving. In other words, the book and the authors' approach is old wine in new bottles cleverly marketed. But strip away the narrative, persiflage and the authors' self-promotion, and one has a list of cleverness and entrepreneurial endeavors which, in another context (time, place, people, ...) might never have succeeded or which might still become the next multinational. Other than the personal stories, much of this can now be culled and compiled from the Internet with even more examples in all sectors, business, education, government and the non-profit arena.
9 von 10 Kunden fanden die folgende Rezension hilfreich
HASH(0x8cf388a0) von 5 Sternen Agree with the message, but this Prahalad fan was not entirely impresssed with the delivery. 6. April 2013
Von Y. R. Wu - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Vine Kundenrezension eines kostenfreien Produkts ( Was ist das? )
One of my favorite business professors was C.K. Prahalad. One of the classes I took with him was on business in developing markets. He had this fantastic story about how Unilever was able to thrive in India by creating super low cost production facilities and then adapt to the market with single serving pouches for shampoo and detergent.

Another one of my favorite stories is the resource curse - how the US Space program supposedly spent a lot of resources developing a pen which would write in space while the Soviets used....a pencil.

I hate to be harsh since I'm definitely a fan of "Good enough" but the authors spent far too much time proselytizing and not quite enough in editing.

They repackage much of what companies have always done as "Jugaad" and then come up with a somewhat contrived package to make it look new. I think they would have done a lot better at focusing on what was in fact innovative rather than trying to make this look universal.

Apple doing Jugaad? Sorry, "simplexity" is not Jugaad. Not doing market research is not Jugaad, though avoiding market research *could* be part of a Jugaad business strategy (which I think is where they were starting out) but then tried to "Universalize" this "Truth."

Not sure whether the authors really missed this or if they were ignoring this so they could bolster their BRIC examples, but HTC, which is mentioned several times, is a TAIWANESE company.

Another annoying bit is that they try to force fit many movements into "Jugaad." For example, 3M and Google (and other less well known companies) do permit employees to spend a certain amount of their time on innovation, but the authors imply that this is "Jugaad time" and not simply "personal innovation time" I searched the footnotes for a reference, no luck.
11 von 15 Kunden fanden die folgende Rezension hilfreich
HASH(0x8cd36558) von 5 Sternen Inspiring and Insightful 21. März 2012
Von Sourindra Banerjee - Veröffentlicht auf Amazon.com
Format: Kindle Edition
Jugaad Innovation is a book where the authors outline the importance of Jugaad (colloquial Hindi for an innovative fix or improvised solution) in product innovation. The book is replete with several inspiring and moving examples of individuals who have used the concept of Jugaad to drive growth in their companies and communities. The book showcases the importance of frugal thinking both in the West and in Emerging Markets. I found the six principles of Jugaad Innovation both exciting and compelling. I think management practitioners from Western Multinationals and Emerging Market Multinationals will find the concept of Jugaad insightful.
2 von 2 Kunden fanden die folgende Rezension hilfreich
HASH(0x8ce77900) von 5 Sternen a modern management book 5. August 2012
Von reviewer - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Vine Kundenrezension eines kostenfreien Produkts ( Was ist das? )
Jugaard Innovation describes the theories and gives examples of recent company successes of six principles of jugaad innovation, namely seeking opportunity in adversity, doing more with less, thinking and acting flexibly, keeping it simple, including the margin and following your heart and in the final chapter, how to integrate all six principles into an organization. A very easy read. This could be included in a general management course.
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