|CHRIS TRIMBLE - Articles|
Since coming to the Tuck School in 2000, Chris’s research has focused exclusively on the challenge of making innovation happen inside established organizations. He has published dozens of articles and case studies on the topic.
|Most Notable Papers|
Stop the Innovation Wars
The CEO's Role in Business Model Reinvention
How GE Is Disrupting Itself
Building Breakthrough Businesses Within Established Organizations
DNA for Strategic Innovation - (subscription needed)
Strategic Innovation and the Science of
Google and the Myth of Free Time - August 2010
The Peculiar Way We Reward Innovation - August 2010
Innovators, You Need an Attitude Adjustment - August 2010
The Surest Way to Destroy an Innovation Initiative - September 2010
On the Differences Between Innovation and Cooking Chili - September 2010
Can This Org Chart Save Newspapers? – January 2009
Is Reverse Innovation Like Disruptive Innovation? – September 2009
|Business Week Columns|
American Business' Future Lies Far From Home - September 2009
No Innovation without Ambition - May 2009
|Fast Company Columns|
August 2006: Viral Innovation
June 2006: Trust
Your Gut? Don't
April 2006: Same Old Challenges in New Telecom Era
January 2006: To Build Up Innovation, Break Down Your Networks
December 2005: From Idea to Execution
November 2005: Ideas Are Not Enough
October 2005: Is Innovation in your Organizational DNA?
September 2005: When Cultures Collide
August 2005: When the Curve has Passed You By
July 2005: Borrow -- in Moderation
May 2005: A Source of Pride
March 2005: Innovation and the Inevitable Break-the-Rules Backlash
February 2005: Our Wish for 2005
January 2005: Experimentation Is Easy, Learning Is not
December 2004: Amnesia by Design
November 2004: Forget, Borrow, Learn
October 2004: A Challenge of Olympic Proportions
September 2004: Strategy, Execution, and Innovation
August 2004: What's
So Good About Business?
July 2004: Shooting
for the Moon
June 2004: Planning
Not to Learn
May 2004: By
the Numbers: You Can't Quantify Learning
April 2004: The Monster in the Closet: Reliable Unpredictability
|Other Columns & Articles|
"Reverse Innovation Case Study: GE Healthcare in the Heart of India," The European Business Review, Sept/Oct 2012
"Reverse innovation: a global growth strategy that could pre-empt disruption at home," Strategy and Business, 2012
"Reverse Innovation and the Emerging-Markets Growth Imperative," Ivey Business Journal, March/April 2012.
"Not All Innovations Are Equal," HBS Working Knowledge, December 2005.
"Achieving Breakthrough Growth," Ivey Business Journal, January/February 2006.
"Strategic Innovators," Managing Innovative Thinking + Design, December 2005.
"Smoothing the way from idea to execution," Financial Times, January 2006.
"How Forgetting Leads to Innovation," Chief Executive Magazine, March 2006.
"Achieving Breakthrough Growth," The Sterling Report, April 2006.
"The CIO As Innovation-Process Champion," Optimize Magazine, November 2005.
"Out With the Old, in With the New," Vox Newspaper.
"Myths of Innovation," Dartmouth Alumni Magazine.
"Forget, borrow, learn," 2005 Executive Excellence Publishing Leadership Excellence
“Anatomy of an Innovation Machine,” article for The Leadership Frontier, 2002, with Vijay Govindarajan.
“Measurement and Control of Business Processes,” System Dynamics Review, Spring 2001, p. 63-91.
“The Foundation for Strategic Innovation is Knowledge: A Five-Part Agenda for Improving Knowledge Flow in the Global Corporation,” L’Expansion Management Review, December, 2001.
“Managing During Times of Turbulence,” executive editor and writer of "Executive Briefing" following the BusinessWeek CEO Forum in Beijing, October, 2002.
“Creating Our Global Future,” executive editor and contributing writer of "Executive Briefing" following the BusinessWeek CEO Forum in Hong Kong, October 2001.
Business is Sent Back Into the Classroom
July, 2007: Breakthrough - Achieve major innovations. (subscription required)
Fall 2002: Not All Profits
April 2002: A Decade of Direct Investment
February 2002: Speeding Violations
January 2002: The Invisible
November 2001: Serving the
Needs of the Poor-For Profit
October 2001: Size Still Matters
August 2001: Worse Before Better
May 2001: Better Technology, Same
March 2001: The Imminent About-Face
in e-Business Priorities
October 2005: Fight or Acquire
The Trustees of Dartmouth College hold the copyright to all of the cases listed below. Please download a single copy for evaluation. For permission to reproduce multiple copies; for example, for classroom use, please contact Linda Hartson by e-mail at firstname.lastname@example.org. Ms. Hartson can also provide teaching notes for many of these cases, including an including an instructor's guide for teaching with the book Ten Rules for Strategic Innovators - from Idea to Execution (2005, Harvard Business School Press).
"Analog Devices: Microelectromechanical
Machines," (with Julie Lang) Case No. 2-0018
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