ISBInsight is the Flagship Research Periodical of the Indian School of Business
Indian aviation is in a sweet spot. If the proposed improvements in policy, procedure, safety, security and infrastructure are implemented in letter and spirit, this could turn out to be one of the best decades for Indian aviation.
Read moreThe war chest of a global strategist is bestowed with varied innovative growth strategy arsenal to win and conquer the global battles of business. This article captures a dozen lessons that deserve attention in strategy development. As a strategist your innovation is to embrace one or a combination thereof to succeed.
Read moreProfessor Vijay Govindarajan puts forward his three box strategy for leading innovation in the future. He argues that it is as important to create the future as managing the present is. And this means adapting to change through non-linear, breakthrough innovation. The key to an organisation’s success in the future lies in viewing change as a rhythmic, cyclical and continuous activity.
Read moreMultinational firms (MNFs) use a variety of project selection and organisational mechanisms to make up for weak intellectual property rights (IPR) regimes in countries such as India and China, to which they offshore research and development (R&D) activities. Professor Nandkumar’s research reveals that these mechanisms enable MNFs to prevent both patentable and unpatentable knowledge from leaking out to rivals, thereby making offshoring of R&D possible even when the legal mechanisms to protect knowledge are either nonexistent or weak.
Read moreThe authors look at India’s progress in technological innovation by analysing patent data, and find that in India, unlike China, foreign entities outstrip domestic players in patents granted. The authors argue that in order for India and other emerging economies to compete effectively in the global patent landscape and become powerful knowledge economies, they must reassess their policies, institutions and scientific talent.
Read moreThis paper strings together learnings from a series of case studies on innovations in emerging markets and provides insights into how firms need to pay attention to aspects like distribution networks, marketing innovations and local issues like patent regimes, if their product innovations are to be successful in tough competitive environment.
Read moreIn spite of sustained attempts to build capacity, efforts have persistently fallen short of expectations in India and other developing nations. We need to re-examine, re-invent, re-imagine and re-double efforts to build capacity in various sectors at all levels.
Read moreHealthcare stakeholders in India should adopt a consumer driven healthcare approach that would allow meaningful comparison between individual providers and facilities. Such a comparison should be based on a risk adjusted analysis of operational efficiency and price, and the degree to which the services provided by physicians and facilities meet all healthcare quality specifications. This would call for individual providers and facilities to make public their current statistics, not only on prices, but also on their clinical outcomes. So, this paper suggests that the Indian healthcare sector start to self-regulate with the introduction of accurate risk adjusted comparative data.
Read moreGood governance for the 21st century is about narrowing the distance between the governor and the governed and the gap between promise and delivery. The author suggests that to take governance to the doorsteps of the poorest-of-the-poor in the remotest areas, focus should be on simplification of procedures and reduction of the levels of decision-making in the Government by leveraging technology.
Read moreA capacity building programme for building 100 smart cities needs to include training, education, research, funding, knowledge exchange and the creation of a national database. The programme also needs to lay down an approach for financing smart city projects with a clear understanding of area-based development and a process for stakeholder engagement.
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