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1、TheGlobehenamultinationalcorpora-tionlearnstogeneratesuccess-Wfulinnovationsinemergingmarketsandthenexportsthatknowledgeandthoseinnovationstothedevelopedworld,newbusinesspossibilitiessuddenlyburstforth.Thelimitsimposedbyitstra-ditionaloperationsbecomesurmountable,andthecompanycanrethin
2、kallitsprod-uctsandattacknewmarketsinsearchofgrowth.Butfewcompaniesexperiencethiskindofrenaissance,becausereverseinno-vation—developingideasinanemergingmarketandcoaxingthemtoflowuphilltoWesternmarkets—posesimmensechal-lenges.Itrequiresacompanytoovercomeitsdominantlogic,theinstitutional
3、izedthinkingthatguidesitsactions.Typicallythatinvolvesmajorchanges:throwingoutoldorganizationalstructurestocreatenewonesfromscratch,revampingproduct-developmentandmanufacturingmethods,reorientingthesalesforce.Thatiswhythereverseinnovationintheautomobile-infotainmentdivisionofHarmanInte
4、rnationalissoimpres-sive.TheU.S.-basedbusiness,knownforultrasophisticateddashboardaudiovisualsystemsdesignedbyGermanengineers,developedaradicallysimplerandcheaperwaytocreateproductsinemergingmarketsAHarmanassemblyandappliedthatmethodtoitsproduct-stationinSuzhou,Chinadevelopmentcentersi
5、ntheWest.(Toun-derstandwhyreverseinnovationisontherise,see“HowGEIsDisruptingItself,”HBROctober2009.)AReverse-Harmandidthisusingatwo-partap-proach:radicalchangefrombelowcom-binedwithastuteleadershipfromabove.AsmallteambasedinIndiaandChinasettIonAlInnovationaudaciousgoals,createdaneworga
6、niza-tionalstructure,andadoptednewdesignmethods,whilethechiefexecutive,DineshC.Paliwal,rebrandedthecompany’sfu-Playbookture,shiftedthecorporatecenterofgravityyofHArmAnInternAtoemergingmarkets,ensuredthatlegacyunitscontinuedtothrive,andavertedcon-Insightsfromacompanythatdevelopedproduct
7、sforflictbetweenoldandnew.emergingmarketsandthenbroughtthembackhomeThisapproachultimatelyenabledHar-byVijayGovindarajanmantoofferanunprecedentedrangeofSAPHyCourtePHotogr120 HarvardBusinessreview April2012hbr.Orgproductsalongacontinuumofmarkets,IndiagroupwasledbyArvinBaalu,whoisperfor
