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	<title>Innovation Management &#187; Gunjan Bhardwaj</title>
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	<link>http://www.innovationmanagement.se</link>
	<description>Creating value with innovation management.</description>
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		<title>IP Funds- a Potential Driver of Breaking the Radical Jinx?</title>
		<link>http://www.innovationmanagement.se/2011/04/12/ip-funds-a-potential-driver-of-breaking-the-radical-jinx/</link>
		<comments>http://www.innovationmanagement.se/2011/04/12/ip-funds-a-potential-driver-of-breaking-the-radical-jinx/#comments</comments>
		<pubDate>Tue, 12 Apr 2011 09:23:07 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=10074</guid>
		<description><![CDATA[Can non-industry specific IP funds help to push the innovation envelope? Can we bridge the gap between industries and geographies to provide a systematic breeding place for forward-thinking inventions? Gunjan Bhardwaj explores.]]></description>
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		<slash:comments>2</slash:comments>
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		<title>A Death Match of Ideas- Why Don’t Managers Place the Right Bets in Successful Companies?</title>
		<link>http://www.innovationmanagement.se/2011/03/15/a-death-match-of-ideas-why-dont-managers-place-the-right-bets-in-successful-companies/</link>
		<comments>http://www.innovationmanagement.se/2011/03/15/a-death-match-of-ideas-why-dont-managers-place-the-right-bets-in-successful-companies/#comments</comments>
		<pubDate>Tue, 15 Mar 2011 10:53:26 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=9275</guid>
		<description><![CDATA[How do managers of large and prosperous companies decide which ideas to embrace and why do they produce so few innovations? Gunjan Bardwaj explains how psychological decision making theories can shed some light on these common and complex questions.]]></description>
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		<slash:comments>3</slash:comments>
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		<title>&#8216;Me Commerce&#8217; to &#8216;We Commerce&#8217;-Locked in Virtual Boundaries?</title>
		<link>http://www.innovationmanagement.se/2011/02/15/me-commerce-to-we-commerce-locked-in-virtual-boundaries/</link>
		<comments>http://www.innovationmanagement.se/2011/02/15/me-commerce-to-we-commerce-locked-in-virtual-boundaries/#comments</comments>
		<pubDate>Tue, 15 Feb 2011 10:52:04 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=8272</guid>
		<description><![CDATA[Has the virtual world become stifled by the comfort and ease of following successful platforms? Gunjan Bhardwaj offers his hopes and suggestions on how to update online business models.]]></description>
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		<slash:comments>1</slash:comments>
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		<title>Changing Mental Models to Make Innovation Work</title>
		<link>http://www.innovationmanagement.se/2010/12/14/changing-mental-models-to-make-innovation-work/</link>
		<comments>http://www.innovationmanagement.se/2010/12/14/changing-mental-models-to-make-innovation-work/#comments</comments>
		<pubDate>Tue, 14 Dec 2010 06:00:30 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=6799</guid>
		<description><![CDATA[We see a lot of programs being run in companies in the name of innovation. Of course some of the large corporations need to run innovation programs for name sake. They need some window dressing for analysts and industry observers lambasting the same for not being innovative enough. ]]></description>
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		<slash:comments>2</slash:comments>
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		<title>Clusters Are Obsolete</title>
		<link>http://www.innovationmanagement.se/2010/11/23/clusters-are-obsolete/</link>
		<comments>http://www.innovationmanagement.se/2010/11/23/clusters-are-obsolete/#comments</comments>
		<pubDate>Tue, 23 Nov 2010 16:32:14 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=5487</guid>
		<description><![CDATA[Are Clusters or cluster initiatives really adding any tangible value to firms? Are they obsolete? Maybe not yet, but I believe if the present policy tools and institutional frameworks are not reformed they may very well soon become so. In the following blog I would like to focus on three areas that have not been given enough importance by policy makers: focus beyond geographies, new clusters and cluster performance. ]]></description>
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		<slash:comments>14</slash:comments>
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		<title>Discover New Possibilities with Reverse Innovation</title>
		<link>http://www.innovationmanagement.se/2010/07/02/discover-new-possibilities-with-reverse-innovation/</link>
		<comments>http://www.innovationmanagement.se/2010/07/02/discover-new-possibilities-with-reverse-innovation/#comments</comments>
		<pubDate>Fri, 02 Jul 2010 13:30:45 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>
		<category><![CDATA[reverse innovation]]></category>

		<guid isPermaLink="false"></guid>
		<description><![CDATA[Before the radical shifts in technology disrupt the industry fabric, there exists a great potential to appropriate value from the market through incremental product and business model innovations. The less intense the competition, less matured the market - larger is the potential. The emerging markets of the world the BRICs (where s could stand for the plurality as well as South Africa), have long been projected as the markets to invest in. These countries have a thriving middle class; more than a third of humanity, albeit majority poor, should present a great opportunity for companies from the western world. Looking at the Value dynamics, migration to these markets by companies in the western world, particularly India and China, can be considered to have taken place in different waves.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Collaborating Downstream in Emerging Markets</title>
		<link>http://www.innovationmanagement.se/2010/05/24/collaborating-downstream-in-emerging-markets/</link>
		<comments>http://www.innovationmanagement.se/2010/05/24/collaborating-downstream-in-emerging-markets/#comments</comments>
		<pubDate>Mon, 24 May 2010 13:35:17 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=2415</guid>
		<description><![CDATA[Not so long ago, internal R&#038;D activities were considered one of the most valuable assets a company could have. The rather “outmoded” concept of closed innovation, in contrast to open innovation, was built on self-reliance and on the principle that successful innovation required control and secrecy. ]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Innovating Products, Processes and Business models in India</title>
		<link>http://www.innovationmanagement.se/2010/04/26/innovating-products-processes-and-business-models-in-india/</link>
		<comments>http://www.innovationmanagement.se/2010/04/26/innovating-products-processes-and-business-models-in-india/#comments</comments>
		<pubDate>Mon, 26 Apr 2010 12:55:15 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>
		<category><![CDATA[business model innovation]]></category>
		<category><![CDATA[india]]></category>
		<category><![CDATA[product development]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=1941</guid>
		<description><![CDATA[Over the past few years, innovation in India as a corporate theme has constantly gained importance, becoming a prerequisite for long-term success, or maybe even survival, due to the discontinuous pace of change of the environment. Thus, innovation has now reached for some companies as a corporate priority, affecting every single aspect of an organisation. ]]></description>
		<wfw:commentRss>http://www.innovationmanagement.se/2010/04/26/innovating-products-processes-and-business-models-in-india/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
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		<item>
		<title>Reinventing Knowledge Management to Innovate</title>
		<link>http://www.innovationmanagement.se/2010/03/30/reinventing-knowledge-management-to-innovate/</link>
		<comments>http://www.innovationmanagement.se/2010/03/30/reinventing-knowledge-management-to-innovate/#comments</comments>
		<pubDate>Tue, 30 Mar 2010 07:47:20 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=1447</guid>
		<description><![CDATA[There has been a shift from the emphasis on what people called the “information value chain” to “knowledge value chain” for quite some time. The environments are shrewd and unpredictable in this world of growing competition and rapid technological progress. The information value chain just served as a database of “best practices” whereas “knowledge value chain” emphasizes on the active sense making of human beings handling business.]]></description>
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		<slash:comments>1</slash:comments>
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		<title>Innovating for Social Media</title>
		<link>http://www.innovationmanagement.se/2010/03/22/innovating-for-social-media/</link>
		<comments>http://www.innovationmanagement.se/2010/03/22/innovating-for-social-media/#comments</comments>
		<pubDate>Mon, 22 Mar 2010 15:05:13 +0000</pubDate>
		<dc:creator>Gunjan Bhardwaj</dc:creator>
				<category><![CDATA[Gunjan Bhardwaj]]></category>
		<category><![CDATA[social media]]></category>

		<guid isPermaLink="false">http://www.innovationmanagement.se/?p=1344</guid>
		<description><![CDATA[In one of the reports in one of the recent Harvard Business Review issue, Harvard Business School's Mikolaj Piskorski's compilation of the relative activity of Facebook and Myspace with respect to overall Internet activity in the US was given. This comparative analysis showed Myspace to be over indexed in southern and Midwestern US and Facebook in other regions. This compilation, claimed the report would enable marketeers to target either platform's users with more targeted messages.]]></description>
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		<slash:comments>0</slash:comments>
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