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Jugaad Innovation Hardcover – 1 June 2012
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- Print length336 pages
- LanguageEnglish
- PublisherRandom House, India
- Publication date1 June 2012
- Dimensions22.3 x 3.1 x 15.6 cm
- ISBN-109788184002058
- ISBN-13978-8184002058
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Product description
About the Author
Navi Radjou is an innovation and leadership strategist based in Silicon Valley. He is also a World Economic Forum faculty member. He advises C-level executives worldwide on breakthrough growth strategies. Navi is also writing a book on new models of leadership.
Jaideep Prabhu (Author)
Jaideep Prabhu is the Jawaharlal Nehru Professor of Indian Business and Enterprise at Judge Business School, University of Cambridge. He has taught executives from ABN Amro, Bertelsmann, BP, BT, IBM, ING Bank, Nokia, Philips, Roche, Shell, Vodafone, and Xerox.
Simone Ahuja (Author)
Simone Ahuja is the founder and principal of Blood Orange, a marketing and strategy consultancy with expertise in innovation and emerging markets. She regularly presents and consults to Fortune 500 companies across sectors, and contributes to a Harvard Business Review blog.
Product details
- ASIN : 818400205X
- Publisher : Random House, India (1 June 2012)
- Language : English
- Hardcover : 336 pages
- ISBN-10 : 9788184002058
- ISBN-13 : 978-8184002058
- Item Weight : 350 g
- Dimensions : 22.3 x 3.1 x 15.6 cm
- Generic Name : Books
- Best Sellers Rank: #30,118 in Books (See Top 100 in Books)
- #179 in Entrepreneurship (Books)
- #1,518 in Analysis & Strategy
- #1,727 in Biographies, Diaries & True Accounts
- Customer Reviews:
About the authors
Navi Radjou is a French-American scholar in innovation and leadership based in Silicon Valley. Drawing on his Indian upbringing, he was the first (with his co-authors) to capture the phenomenon of jugaad—a Hindi word for improvised solutions born out of ingenuity in resource-constrained settings. His first book, a global bestseller of the same name, Jugaad Innovation (over 100,000 copies sold worldwide), shows how companies and entrepreneurs can unleash and harness the grassroots ingenuity of employees, customers, and partners to co-create simple but effective solutions that deliver greater socio-economic and ecological value at a lower cost.
Throughout the two decades of his career—spanning the public sector to market research and then as an academic and author—Navi’s ideas have been shaped by his eclectic cultural background including his Indian roots, his French education, and his current Silicon Valley milieu.
Navi’s most recent book, published by The Economist in 2015, is Frugal Innovation: How To Do More With Less (with a foreword by Paul Polman, CEO, Unilever), shows how companies can innovate faster, better, and more sustainably in today’s customer-driven digital economy shaped by climate change. It won the CMI Management Book of the Year 2016 Award. Navi is also co-author of From Smart To Wise: Acting and Leading With Wisdom, a book on next generation leadership that CEO coach Marshall Goldsmith calls “fascinating” and PepsiCo CEO Indra Nooyi views as “a practical guide for accelerating your own wise leadership development.”
His next book, Conscious Society: Reinventing How We Consume, Work, and Live (published in 2018), draws on Eastern wisdom traditions (Vedanta, Taoism, Buddhism) and Western sciences to show how business leaders, policy makers, nonprofit and citizen groups can expand their (self) awareness and tap into abundant inner resources—love, ingenuity, wisdom—to co-build inclusive, healthy, and sustainable communities that seek to maximize the well-being and potential of everyone.
In 2013 Navi received the prestigious Thinkers50 Innovation Award—given to a management thinker who is reshaping the way we think about and practice innovation, and is ranked as one of the 50 most influential persons shaping innovation in France. His TED talk on frugal innovation has garnered over 1.6 million video views.
Navi is curator of WAVE: How Collective Ingenuity Is Changing The World—a major exhibition on grassroots innovation and entrepreneurship produced by BNP Paribas that has traveled to major cities around the world—including Paris, San Francisco, Istanbul, Mumbai—since 2014.
Until 2011, he served as Executive Director of the Centre for India & Global Business at Judge Business School, University of Cambridge, where he is currently a fellow. Previously, he was a longtime VP/analyst at Forrester Research in Boston and San Francisco and advised senior executives worldwide on breakthrough growth strategies. Navi has consulted with leading international firms—including E&Y, GM, Fujitsu, IBM, Microsoft, P&G, SAP, and TCS. He serves on the World Economic Forum’s Global Future Council on Innovation & Entrepreneurship.
His work has been featured on NPR, BBC, New York Times, Wall Street Journal, The Economist, and Financial Times. He regularly writes in Harvard Business Review, MIT Sloan Management Review and strategy+business. A widely sought-after keynote speaker, Navi has addressed audiences across the world in venues like the World Economic Forum, Council on Foreign Relations, Harvard, and MIT.
Born and raised in Pondicherry, India, Navi holds dual French-American citizenship. He studied at Ecole Centrale Paris and the Yale School of Management. He lives in Palo Alto, California. He is a lifelong student of Yoga, Ayurveda, and Buddhist (Vipassana) meditation.
Dr. Simone Ahuja is the principal of Blood Orange, a marketing and strategy advisory boutique with digital media capabilities, and special expertise in innovation. Headquartered in Minneapolis with teams in Mumbai, Blood Orange uses an agile and cost efficient content production framework built upon principles learned through extensive work in India, including "jugaad". Simone recently developed and produced the television series, Indique--Big Ideas from Emerging India for which she explored how innovation within India drives socio-economic development. The series was created based on extensive on the ground research and academic research conducted in partnership with the Centre for India & Global Business at the University of Cambridge's Judge Business School. This research, along with her personal experience in leveraging the complementary skill sets of transnational teams, and meetings with CEOs of multinational corporations as well as grassroots entrepreneurs heralding bottom-up, small scale innovation gave her a holistic, on-the-ground look at the methods and mindset of innovation employed in emerging markets, and its relevance in a global context.
Simone has served as an advisor to the Centre for India & Global Business at Judge Business School, University of Cambridge and as an Associate Fellow for the Asia Society, NYC. She provides advisory services and keynote presentations to trade delegations, academic institutions, and Fortune 100 companies including Pepsi Co, Procter & Gamble, Honeywell, General Mills, ECOLAB, Colgate-Palmolive and Best Buy Corp. She regularly contributes to a Harvard Business Review blog on HBR.org. Her upcoming book, Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth, co-authored with Navi Radjou and Jaideep Prabhu and published by Jossey Bass, is due out in the US in April, 2012.
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Let me share some examples in brief.
SBI CMD had a challenge of rigid hiring rules as well as hurdles in firing people. To overcome this he initiated a training program to make employees feel proud of being part of SBI. Is this Jugaad?
Tata Motors shifted its factory to Sanand after protests in Singur. Later when the sales of Nano didn't pick up, they tweaked their distribution. Is this Jugaad?
3M faced a challenge of decreasing profits. They, therefore, implemented Six Sigma to bring efficiency, which in turn led to reduced risk taking and innovation. Realising this over 4-5 years they subsequently decided to control Six Sigma implementation to help encourage creativity. Is this Jugaad?
And more -Danone moved operations to Bangladesh for cost advantages. Airtel choose to have asset light model. All these are Jugaad? Can all challenges overcome by companies on cost efficiency, design, consumer behavior, regulations be termed as Jugaad? The Authors certainly want us to believe so. Infact as you read through the book it seems as if the authors are attempting to tag every large corporation in the world as a Jugaad innovator ' GM, IBM, P & G Siemens, Philips, GE, Facebook, Google, Yes Bank, you name it ( Oops! they missed out detailing Ford and Microsoft, though they do quote Henry Ford and Bill Gates!) There seems to be some desperation to link everything to the title and as a result the examples become irritatingly simplistic and unrelated.
A good filter to know if this book is for you is to answer the questions in above paragraphs and if the answer is yes then, Bingo! you are the target audience for the book. For me the answers were resounding No and hence my disappointment on being misled by the book title.
I hoped to read some insights or study of grassroot problem solving with frugal innovations and how this was achieved by those without the resources or pedigree available to large companies. I do get 5-6 examples (Google search does better! ) But the books is mostly the reverse. Almost all the large companies in the book are presented as Jugaad Innovators.
It would have been better if the book was titled 'Corporate success under Constraints' or 'How to manage in changing times' or ' Cost efficiency in Business' or some such name (I wonder what it would do to its sales, as such a title would put it in a very competitive and esteemed company, where you have many a masterpieces!) Unfortunately there is not much published literature on grassroot innovation in India and hence the deception works. The misleading title tries to encash the interest of those who bought this with the idea to invest time and money in understanding the mechanics, physics chemistry and struggle of the grassroot innovations and build some perspective.
Let me clarify- I admire many of the companies and people referred in the book. Its always inspiring to read about how leadership in some of these great companies pivots the business to ensure growth, survival and profitability. But dealing this under the guise of widely used word like Jugaad is completely misleading. Ofcourse , I admit, I am applying my subjective judgment of what Jugaad is or is not so you can take your own call.
The title faux pas apart, the book is preachy, lists commonsensical statements like - businesses should be flexible, business should try to maximize within limited resources, business should not be risk averse , business leaders should follow their heart, businesses should target marginal markets aka BOP and so on'pages and pages of it. If you know common sense, don't waste your time on this book. This is no treatise on Jugaad. At best it is a bundle of some random and mostly poorly selected corporate cases, sprayed with a few grassroot innovation examples and desperately tries to link them. Could have been done in 50 pages or less instead of 284 of preaching about the great corporations of the world! The actionables are presented as gospel truths about Jugaad, with remotely located logic. The Lord (the authors) spoke thus :
1. The World is too complex for the mind alone to grasp!
2. Gen Y Employees are looking for meaning!
3. Send Senior Management to Empathy development boot camps!
4. Get outside your comfort zone to gain perspectives!
The best this book gives you is 5-6 examples of actual innovations like harnessing the energy from shock absorbers, MittiCool, Selco etc in say 2-4 paragraphs each but actually exemplifies Jugaad by detailed case studies of P &G, Apple, GE et al. If you are already an avid reader of management books, you have read better. Avoid this second kinda Jugaad.
About book:- This is my first book on the subject of innovation. When the word "jugaad" comes to your mind, we Indians generally think that it is a cheap way of innovation and it is not helping us in modern business but it is our wrong thinking. The world's most powerful woman entrepreneur Indra Nooyi Maam also believes in Jugaad Innovation. In this book a good study has been done about Indian companies as well as multinationals. I had invested Rs 370 on it and in return it has given me an infinite knowledge about innovation.
Book is a simple reading and collection of many stories right from International Brands like 3M, Facebook, Apple to homegrown companies like Big Bazaar, Yes Bank, SBI and many more.
Some Indian leaders consider Jugaad is an embarrassing aspect of India which shows poor ways of doing something in this poor country.
But, i don't think so.
You cannot do it in Japan because of quality assurance tests.
Probably nor in China.
If you can, and the others cannot, it can be a strength, can't it?
I would use the idea of Jugaad for the world.
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