Professors Govindarajan and Trimble have recently published articles on strategic innovation and successful implementation of strategic
change. Some of their latest work is highlighted here.
Organizational DNA for Strategic Innovation
California Management Review, Spring 2005
Organizations struggle when trying to manage a mature business and a related new venture simultaneously. The endeavor is fraught with contradiction and paradox. In order to succeed, the organizationŐs leaders must deal with two conflicting pressures. The new venture needs to forget much of what has made the mature business successful, and this argues for isolating the new venture from the mature business. However, the new venture also needs to borrow resources from the mature business, and this argues for integrating the two units. Based on in-depth field research at ten organizations, this article shows how to identify what to forget and what to borrow, and it describes an organizational design that facilitates both.
Building Breakthrough Businesses Within Established Organizations
Harvard Business Review, May 2005
Strategic experiments are crucial to long-term growth but exactly what does it take to get promising ideas out of the incubator and up and running as sustainable new businesses?
Strategic Innovation and the Science of Learning
MIT Sloan Management Review, Winter 2004
Most executives who have been involved in strategic experiments agree that the key to success is learning quickly. Unfortunately, habits embedded in the conventional planning process disable learning. A better approach, theory-focused planning, differs on six counts from traditional planning.
Building an Effective Global Business Team
MIT Sloan Management Review, Summer 2001
In an article in the MIT Sloan Management Review, Professors Vijay Govindarajan and Anil Gupta discuss their research findings, including
how mastering the management of a global business team calls for confronting several unique challenges that tend to exacerbate the more
common problems faced by all teams.
The Foundation for Strategic Innovation is Knowledge
by Chris Trimble
L'Expansion Management Review, December 2001
Summarizing key ideas from The Quest for Global Dominance, the author offers a five part agenda for improving knowledge flows within a global corporation.
Knowledge Management's Social Dimension: Lessons from Nucor Steel
MIT Sloan Management Review, Fall 2000
Professors Vijay Govindarajan and Anil Gupta challenge their readers to look at the social systems in which people
operate rather than the latest information-technology infrastructure for effective knowledge management. Looking at Nucor Steel's success in
the 1980s and 1990s, the authors credit its social ecology as the key to its becoming one of the most efficient steel producers in the world.