Chris is an expert on making innovation happen in large organizations.
He is a frequent speaker on the topic. He has delivered keynote addresses at major conferences and has also worked with dozens of private clients — including GE, IBM, Microsoft, Thomson Reuters, Fidelity, and the New York Times Company — in roundtable discussions and executive education programs.
Chris is on the faculty at the Tuck School of Business at Dartmouth and is a senior advisor at Booz & Company.
How GE Is Disrupting Itself
By Jeff Immelt, Vijay Govindarajan, and Chris Trimble Harvard Business Review, October 2009
Multinationals must master a new skill: reverse innovation. For decades, global corporations like GE have focused their innovation efforts on the needs of rich countries and then exported their offerings around the globe. But today they must be just as good at the reverse. They must innovate to solve the problems of the developing world —and then bring the innovations home. The article explains why reverse innovation is critical … and how to make it happen.
Building Breakthrough Businesses Within Established Organizations
By Vijay Govindarajan and Chris Trimble 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? (Designated a ‘most popular’ HBR reprint)
Strategic Innovation and the Science of
Learning MIT
Sloan Management Review, Winter 2004
Theory-focused planning helps executives pursue ventures so cutting-edge that no road maps exist. The key is learning from strategic experiments.
