What is *Jugaad Innovation* by Navi Radjou about?

*Jugaad Innovation* explores frugal, flexible problem-solving in resource-constrained environments. Authored by Navi Radjou and colleagues, it details six principles like "do more with less" and "include the margin," showcasing how companies like Tata Motors and GE innovate cost-effectively. The book argues that Western firms can learn from emerging markets’ grassroots ingenuity to drive growth in complex economies.

Who should read *Jugaad Innovation*?

Entrepreneurs, corporate leaders, and policymakers seeking sustainable, low-cost innovation strategies will benefit. It’s ideal for those navigating limited resources or targeting underserved markets. The book’s case studies and frameworks also appeal to professionals in emerging economies and innovators interested in agile, customer-centric solutions.

Is *Jugaad Innovation* worth reading?

Yes, for its actionable insights into frugal innovation. The book combines real-world examples (e.g., 3M’s adaptive strategies) with practical frameworks, offering a fresh lens for tackling modern challenges like economic uncertainty and climate change. Its focus on simplicity and inclusivity makes it relevant for 2025’s resource-conscious landscape.

What are the six principles of *Jugaad Innovation*?

1. **Seek opportunity in adversity** 2. **Do more with less** 3. **Think and act flexibly** 4. **Keep it simple** 5. **Include the margin** (engage underserved markets) 6. **Follow your heart** (intuitive, human-centric design) These principles challenge traditional R&D’s over-engineering, advocating agile, grassroots problem-solving.

How does *Jugaad Innovation* apply to businesses today?

It teaches firms to pivot during crises, like using local materials to reduce costs or redesigning products for low-income markets. For example, Apple’s user-centric ethos and GE’s frugal healthcare devices illustrate how constraints fuel creativity—critical for addressing 2025’s sustainability demands and economic shifts.

Which companies use *Jugaad Innovation* strategies?

* **Tata Motors**: Developed the affordable Nano car. * **GE**: Created portable ECG machines at 80% lower costs. * **Apple**: Prioritized intuitive design through customer empathy. * **3M**: Leveraged adversity to innovate sustainably

What are the criticisms of *Jugaad Innovation*?

Critics note its reliance on anecdotal examples over systematic data and potential oversimplification of complex innovation processes. Some argue Western firms’ rigid structures may resist the flexibility Jugaad requires, and short-term fixes could compromise long-term quality.

How does *Jugaad Innovation* compare to traditional R&D?

Unlike traditional R&D’s resource-heavy, linear approach, Jugaad emphasizes agility and frugality. For instance, Tata’s Nano prioritized affordability over high-tech features, while Western labs often over-engineer solutions for premium markets. Jugaad targets scalability through simplicity, making it ideal for volatile economies.

쥬가드 이노베이션 요약

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나비 라드주

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쥬가드 이노베이션 요약 개요

인도에서만 5만 부 이상 판매된 검소한 창의성의 획기적인 가이드, "주가드 이노베이션(Jugaad Innovation)"을 만나보세요. 신흥 시장의 원칙들이 어떻게 구글, 애플, IBM에 영감을 주었을까요? 나비 라드주(Navi Radjou)에게 권위 있는 'Thinkers50 혁신상(Thinkers50 Innovation Award)'을 안겨준 이 책이 그 비밀을 밝힙니다.

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1장

Reinventing Innovation: The Gutsy Art of Jugaad

When Mansukh Prajapati, a potter with minimal education from rural Gujarat, invented the Mitticool-a clay refrigerator that keeps food fresh without electricity-he wasn't following any corporate innovation playbook. He was practicing jugaad: the distinctly Indian approach to innovation that emphasizes improvisation, resourcefulness, and frugality. This revolutionary cooling device, costing just a fraction of conventional refrigerators, serves millions without reliable power access while creating employment for undereducated women. What makes this story remarkable isn't just the invention itself, but how it exemplifies an innovation approach that's increasingly relevant worldwide. "Jugaad Innovation" has become a global phenomenon since its 2012 publication, praised by business leaders from Carlos Ghosn to Ratan Tata. The book's insights have been implemented at companies like GE, Facebook, PepsiCo, and 3M, with Harvard Business Review naming jugaad one of the most important management ideas of the decade. As traditional R&D approaches show diminishing returns-with pharmaceutical companies tripling spending while new drug approvals drop 44%-this frugal, flexible approach offers a compelling alternative for navigating our volatile, resource-constrained world.

2장

The Six Principles of Jugaad: A New Innovation Mindset

Jugaad (pronounced "joo-gaad") is a colloquial Hindi word meaning "an innovative fix; an improvised solution born from ingenuity and cleverness." After three years of extensive field research across India, the authors discovered that successful jugaad innovators share six guiding principles that drive resilience, frugality, adaptability, simplicity, inclusivity, and passion. The first principle, "seek opportunity in adversity," transforms obstacles into opportunities. Tulsi Tanti exemplifies this approach-facing expensive, unreliable electricity for his textile business, he experimented with wind turbines. This solution not only solved his immediate problem but revealed a massive opportunity to provide affordable energy to millions. Tanti transformed this insight into Suzlon, now the world's fifth-largest wind energy provider. The second principle, "do more with less," emphasizes resourcefulness under constraint. Gustavo Grobocopatel of Los Grobo created an asset-light farming business in Argentina by leasing land, subcontracting farm work, and renting equipment. Without owning a single piece of equipment, his company became Latin America's second-largest grain producer, farming over 300,000 hectares and generating 3,750 crore in revenue. "Think and act flexibly," the third principle, represents the antithesis of rigid approaches like Six Sigma. Dr. V. Mohan demonstrates this with his mobile tele-medicine clinics serving remote Indian villages. Rather than expecting patients to travel to doctors, he reversed the paradigm, bringing healthcare to them through satellite-connected vans. He improvised solutions to multiple challenges: recruiting local high school graduates rather than expensive doctors and partnering with the Indian Space Research Organization for free satellite communications. The fourth principle, "keep it simple," focuses on creating practical solutions addressing fundamental needs rather than overwhelming users with features. Dr. Sathya Jeganathan exemplifies this approach-when faced with high infant mortality at her rural Indian hospital, she bypassed expensive Western incubators to create a simple alternative using a wooden table, Plexiglas, and standard light bulbs. Costing just 5,000 compared to 10 lakh for high-end models, her design cut infant mortality by half. "Include the margin," the fifth principle, involves deliberately seeking out underserved markets and pulling them into the mainstream through radically affordable solutions. YES BANK, founded by Dr. Rana Kapoor as an "inclusive bank," has pioneered initiatives making financial services accessible to the masses. Despite focusing 46% of loans on underserved segments, YES BANK remains highly profitable, earning 2% over lending costs while most banks earn 1-1.5% less than their costs. The final principle, "follow your heart," emphasizes passion, intuition, and empathy over market research. Kishore Biyani built Big Bazaar, one of India's most successful retail chains, by trusting his intuition that Indian consumers would respond to stores resembling chaotic street bazaars. Rather than consulting management experts, he reconfigured his stores to mimic Indian bazaars-cluttered aisles, casually dressed staff, and even bins with some imperfect vegetables to create an authentic market experience.

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3장

Why Traditional Innovation is Failing

The Western model of structured innovation, while historically successful, is showing serious limitations in today's volatile business environment. This approach has become too expensive, too inflexible, and too elitist for our complex world. First, it's prohibitively resource-intensive. The world's top R&D spenders invested $550 billion in 2010 alone, yet research reveals a weak correlation between R&D spending and performance. The pharmaceutical industry exemplifies this diminishing return-despite tripling R&D spending from $15 billion to $45 billion between 1995-2009, new drug launches dropped 44%. Similarly, US automakers spent $16 billion on R&D in 2007 yet continued losing market share, ultimately requiring government bailouts totaling $82 billion. Second, the structured approach lacks flexibility. With massive R&D investments at stake, Western firms have become risk-averse, implementing rigid standardized processes like Six Sigma to control innovation outcomes. While excellent for ensuring consistency in mass production, these systems function like straitjackets in rapidly changing environments. Six Sigma's focus on eliminating variance actually weeds out "positive deviance"-the unconventional thinking that drives breakthrough innovation. This explains why 3M's CEO George Buckley rolled back Six Sigma initiatives, recognizing that "invention is by its very nature a disorderly process" that can't be scheduled or standardized. Finally, traditional innovation has become elitist and insular. Western innovation became an elite activity controlled by "high priests"-scientists and engineers working in secretive R&D labs near headquarters. This approach assumed innovation success required top technology and intellectual property ownership, both purchasable with enough money. However, in today's consumer-driven economy, commercialization skills beyond technical expertise are crucial. As P&G's CEO Bob McDonald explains: "Innovation is not invention. It's converting new ideas into consumer delight and profits."

4장

Seeking Opportunity in Adversity: The Resilient Mindset

The first principle of jugaad innovation involves transforming obstacles into opportunities through resilience and ingenuity. Entrepreneurs in emerging economies face daunting adversity: starting a business in India takes 165 days (versus 9 in the US), securing licenses requires 34 procedures over 227 days, and costs 1631% of per-capita income. They contend with unclear property rights, complex labor laws, unpredictable taxes, political instability, and poor infrastructure (40% of Indian villages lack all-weather roads). Yet these harsh conditions actually foster the resilient jugaad mindset. Rather than becoming victims of circumstance, jugaad innovators take charge and steer events in their chosen direction, seeing adversity as primarily a mental construct to overcome. O.P. Bhatt, former chairman of State Bank of India, demonstrated this when he transformed constraints at the government-owned bank into advantages. Unable to hire, fire, or financially motivate his 200,000 employees, Bhatt instead rekindled pride in SBI's 200-year history and empowered staff through the Parivarthan training program. This unleashed employee creativity, leading to innovations like Hyderabad's SMS-based complaint unit that handled 7,000 complaints with just four people. Within four years, SBI increased market share from 16.5% to 19%, doubled its stock price, and boosted customer satisfaction. Corporate leaders can systematically transform adversity into innovation opportunities by adopting the resilient mindset of jugaad innovators. The key is developing what Justin Menkes calls "realistic optimism"-recognizing threats while remaining confident in eventual success. Rather than fearing challenges, leaders must reframe them as opportunities and use constraints to drive innovation.

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5장

The Frugal Revolution: Doing More with Less

Jugaad innovators excel at frugality throughout their value chains-from product design to delivery and maintenance. They conserve capital and natural resources while maximizing limited time and energy by partnering strategically. Their frugal approaches include reusing and recombining existing technologies, maintaining asset-light business models, and leveraging existing distribution networks. Rather than creating from scratch, jugaad innovators repurpose existing technologies. Zhongxing Medical borrowed Digital Direct X-ray technology from its parent aerospace company, reengineering it for everyday applications at just $20,000 compared to competitors' $150,000 machines. This strategy captured 50% of China's X-ray market, forcing GE to halve prices and Philips to withdraw. Jugaad entrepreneurs also minimize fixed assets by renting or sharing them, creating lean cost structures that allow quick scaling. Bharti Airtel transformed India's telecom industry by boldly outsourcing all but marketing and branding-IBM manages IT infrastructure while Ericsson and Nokia Siemens handle network infrastructure. This approach converted fixed technology costs into variable costs, enabling Airtel to become the world's largest "asset-free" telecom provider with over 170 million subscribers. To solve the "last mile" problem economically, jugaad innovators tap into existing networks rather than building expensive logistics systems. Colgate Palmolive created a mobile network of youth on bicycles to reach remote Indian villages with oral-care products. MicroVentures in the Philippines transformed 10,000 existing sari-sari stores into branded Hapinoy Community Stores, giving store owners bulk pricing, expanded product offerings, and business training while providing consumers affordable access to more goods and services. This frugal approach is increasingly relevant globally as we enter an "Age of Scarcity" driven by cost-conscious consumers, dwindling natural resources, stricter government regulations, competition from low-cost rivals, and agile startups disrupting established players with high-value, low-cost offerings.

6장

Flexible Thinking: The Improvisational Advantage

The unpredictable, diverse environment of emerging markets demands flexibility from jugaad innovators. Much like navigating chaotic Indian street traffic-where vehicles of all types, pedestrians, and animals compete for space on varying road conditions-economic life in these markets requires constant adaptation. Jugaad innovators must either adapt or die, responding to their environment through experimentation and improvisation. Their approach resembles a jazz band rather than an orchestra-fluid, dynamic, and improvisational. Tata Motors exemplifies this flexibility with their Nano car project. When farmers protested against land acquisition in Singur, West Bengal, Tata swiftly relocated production to Gujarat, building a new factory in just fourteen months. Later, facing disappointing sales, they rapidly adapted their distribution strategy, redesigning rural showrooms with casually dressed salespeople who could engage farmers over chai, and offering attractive financing options to boost sales. Zhang Ruimin, CEO of Chinese appliance maker Haier, has rapidly disrupted Western competitors by organizing his company into over 4,000 self-managed, cross-functional units that interact directly with customers. This "making a big company small" approach allows Haier to maintain startup flexibility while growing globally. When a farmer in remote Sichuan complained about clogged washing machine pipes from potato washing, Haier didn't dismiss the misuse but instead developed machines with larger pipes specifically for vegetables. Learning that millions of farmers used washing machines this way, they even created models that could peel potatoes and churn yak milk into butter. While jugaad innovators demonstrate remarkable flexibility, many large companies struggle to adapt to changing conditions. Five key factors prevent organizational flexibility: complacency from past success, binary logic that prevents seeing opportunity in complexity, risk aversion that blocks radical innovation, disengaged employees who fear punishment for failed ideas, and rigid product development processes that slow innovation. To overcome inflexibility, companies must learn to improvise, experiment, and adapt their business models despite pressures for short-term results. Strategies include breaking free from outdated corporate values, creating time and space for employees to experiment, getting outside comfort zones to gain new perspectives, partnering with flexible thinkers, experimenting with multiple business models simultaneously, and embracing a "fail cheap, fail fast, fail often" approach to innovation.

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7장

The Power of Simplicity: Less is More

In a world where complexity often dominates product development, jugaad innovators focus on creating simple, practical solutions that address fundamental needs. The Nokia 1100 exemplifies this approach-a rugged, minimalist cellphone with calling, texting, dust resistance, quick charging, and a flashlight feature that became the best-selling cellphone ever with 25 crore units sold worldwide. Unlike Western companies that practice "defeaturing" (stripping down products designed for affluent markets), jugaad innovators design from the ground up with local constraints in mind. The Aakash tablet, launched in India for just 3,000, demonstrates this approach with its simplified interface, educational software in local languages, solar charging option, and intuitive touchscreen-all designed specifically for Indian students' needs rather than competing with iPads on features. A growing trend toward simplicity is emerging worldwide as customers increasingly reject complexity. Studies show 65% of Americans have abandoned technology purchases due to perceived complexity, while Indian consumers willingly pay 6-8% more for brands offering simple experiences. Both younger generations (Y and Z) and aging baby boomers prefer simpler offerings-the former trading high pay for work-life balance and the latter struggling with complex devices. Despite evidence that consumers want simplicity and R&D budgets are shrinking, many corporations resist simplification for several reasons. They fear losing premium pricing power, having historically profited from complexity through "new, improved" versions that drive upgrades. Companies remain trapped in innovation wars with competitors, constantly adding features to impress shareholders. Product design often ignores end users, with features determined by R&D and marketing teams' guesswork rather than customer observation. To pursue simplicity effectively, companies should redesign their entire organization around this principle. Philips exemplifies this approach, having reinvented its entire organization around simplicity. After learning that consumers felt intimidated by technological complexity, Philips pruned its portfolio from 500 to 70 businesses, reduced divisions from 70 to 5, and simplified customer service. They embraced voluntary simplicity as an organizational principle, even limiting PowerPoint presentations to ten slides and moving annual reports online.

8장

Inclusive Innovation: Bringing the Margins to the Mainstream

Jugaad innovators deliberately seek out marginal, underserved markets and pull them into the mainstream through radically affordable solutions. Their inclusive business models engage low-income communities as active value co-creators rather than passive consumers. These innovators succeed by treating marginal groups not as mere market segments but as entirely new markets requiring fresh business models. They recognize that even low-income consumers have high aspirations and refuse to compromise on quality, understanding these customers are "low earners but high yearners." They climb Maslow's hierarchy of needs by addressing both basic and higher-order desires of underserved populations. Abhi Naha's Zone V exemplifies this approach, developing specialized cellphones for the world's 284 million blind and partially sighted people. Zone V plans to launch three models: a high-end smartphone with simplified interface for elderly Europeans, a midrange smartphone for blind people in urban emerging markets, and a basic low-cost phone for those at the bottom of the pyramid. Operating as a for-profit company targeting a $1.36 billion global market, Zone V will use profits from Western sales to subsidize phones for blind women in India and Africa. What we consider "marginal" segments today will soon become the majority across multiple dimensions-age, ethnicity, and income. In aging Western societies, seniors represent a lucrative market (in the UK, the over-fifties spent 276 billion in 2008, 44% of total family spending), yet most products aren't designed for their needs. Populations are becoming more multicultural-Hispanics will soon form the majority in California with $1 trillion in buying power, while Muslims may reach 20% of Europe's population by 2050. As marginal segments grow, established companies ignoring them create vacuums that new players eagerly fill. These competitors come from three directions: frugal innovators from emerging markets like HTC and Haier offering low-cost, high-value products; goliaths from unrelated industries like Walmart, whose 1,500 Money Centres serve low-income consumers' financial needs at affordable prices; and nimble startups like PayNearMe, which helps the 24% of American households without debit or credit cards make purchases online.

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9장

Heart-Powered Innovation: Passion, Intuition, and Empathy

Jugaad innovators possess abundant passion, intuition, and empathy, qualities developed through regular exposure to harsh conditions. Witnessing hardships like electricity failures or poor healthcare access arouses their empathy, which they convert into passionate action through for-profit solutions. These innovators boldly act on intuition without seeking validation from customers or investors. Harvard graduates Diane Geng and Sara Lam, after observing China's rural education crisis where 90% of youth dropped out of middle school, created the Rural China Education Foundation. Rather than focusing on "hardware" like building schools, they intuitively improved the "software"-developing relevant curricula and teaching methods. Jugaad innovators sustain their passion through "detached engagement"-remaining committed to their projects while detached from outcomes. Kishore Biyani didn't let his first retail failure dampen his enthusiasm; he simply tried new approaches. Their passion transcends intellectual and emotional realms, often driven by belief in a larger purpose. In Indian philosophy, this aligns with dharma-personal duties performed with diligence and detachment. In our increasingly unpredictable business environment, pure logic and data-driven analysis are insufficient. Dan Pink argues that left-brain analytical thinking can't fully navigate our complex world. Jack Welch's "gut intelligence"-creative intuition honed through experience-becomes essential. Neuroscience research shows emotions actually help make wiser decisions in ambiguous situations, with Malcolm Gladwell demonstrating in "Blink" that spontaneous decisions often outperform carefully planned ones. Steve Jobs exemplified the "follow your heart" principle, disrupting consumer technology repeatedly without extensive market surveys. Despite ranking 81st in R&D expenditures (spending just one-fifth of Microsoft's percentage), Apple became the world's most valued brand and most innovative company through Jobs's intuition, empathy, and obsessive passion for excellence. He trusted his intuition (developed during a 1974 trip to India) to identify opportunities and shape entire markets, designing superlative experiences not to please external users but himself-often as the customer of the future rather than the present.

10장

Building a Jugaad Organization: Integration Strategies

Rather than abandoning structured innovation approaches, companies should expand their toolkit to include jugaad. If structured innovation is the hammer, jugaad is the screwdriver-each valuable in different contexts. Traditional structured innovation brings volume-oriented economies of scale, infusion of 'hard' capital through big-budget projects, and efficiency through standardized processes. Jugaad complements this by offering value-oriented economies of scope for diverse markets, infusion of 'soft' capital through employee passion and customer loyalty, and flexibility to overcome unexpected challenges with limited resources. GE exemplifies successful integration of jugaad principles with structured approaches like Six Sigma. Under CEO Jeffrey Immelt, the $150 billion conglomerate is transforming from an R&D-driven company to a customer-focused organization that values agility and responsiveness. GE Healthcare tackled the challenge of expensive PET/CT scanners and the radioisotope FDG needed for cancer diagnosis in India. Rather than accepting limitations, GE partnered with private diagnostic centers and local airlines to produce FDG domestically and deliver it within hours to small-town hospitals. GE transformed its expensive ECG devices into affordable solutions for emerging markets with the MAC 400-a portable electrocardiogram costing just $1,000 (one-tenth of Western equivalents) and weighing one-fifth as much. Using off-the-shelf components like bus ticket printers, the device features long battery life and rugged design for dusty rural environments. GE later launched the even lighter MAC i at $500, bringing ECG costs down to just $0.20 per test. After success in emerging markets, these FDA-approved devices were introduced to the US market for applications like emergency roadside assistance. For jugaad to take hold in corporations, active support from top leadership is essential. Growth-seeking CEOs play a crucial role in driving jugaad adoption across their enterprises. Rather than implementing jugaad systematically from the top-down, CEOs should enable employee ingenuity to emerge organically. They should celebrate existing jugaad innovators within their organizations and acknowledge both their successes and failures to signal that risk-taking is acceptable.

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11장

The Global Jugaad Movement: Building Innovative Nations

The jugaad movement is rapidly gaining traction in Western societies where creative citizens, Millennials, entrepreneurs, venture capitalists, and nonprofit organizations are forming an innovation ecosystem that helps improvise frugal and flexible solutions to complex problems. Larger institutions like governments and universities actively support this ecosystem's emergence and sustainability. Entrepreneurial citizens are increasingly taking matters into their own hands, applying flexible and frugal mindsets to address societal problems rather than waiting for government action. The jugaad movement across the US and Europe is particularly embraced by Millennials (Generation Y). Having witnessed corporate layoffs and scandals, these young people are cynical about large enterprises and prefer entrepreneurship over job stability. According to research, 40 percent of Gen Y plan to start businesses, with 20 percent already having done so. A new wave of jugaad innovators in Western countries are transforming conventional industry practices, creating affordable and sustainable solutions accessible to more people. The Khan Academy, founded by MIT-trained Sal Khan, offers over 2,400 free video tutorials on subjects from algebra to venture capital. These 10-20 minute lessons have been downloaded by students worldwide in ten languages, delivering more educational value at lower cost. Leading American and European universities are playing a crucial role in creating jugaad nations by developing programs that instill the jugaad mindset in the next generation of engineers and managers. At Stanford University, Professor James Patell's popular course "Entrepreneurial Design for Extreme Affordability" teaches students how to create frugal innovations for the 90 percent of the world's population typically overlooked by traditional product design. Over six months, interdisciplinary teams of students design, prototype, and commercialize products that cost a fraction of market prices while addressing real needs in underserved communities. As jugaad innovators connect across regions, especially between developed nations and emerging markets, they're cross-pollinating creative ideas to address humanity's major challenges through frugal and sustainable solutions. Several organizations are fostering this global integration of jugaad innovation networks, including Ashoka, the Skoll Foundation, and Endeavor. As the world faces increasing scarcity and unpredictability, grassroots jugaad innovators are stepping in where cash-strapped governments cannot, using flexible thinking to create frugal solutions to socioeconomic problems. Corporations worldwide can accelerate their internal adoption of jugaad by connecting with this grassroots innovation movement, becoming resilient organizations that think frugally, act flexibly, and generate breakthrough growth. The sooner they do so, the better-not only for themselves, but for a world battling against scarcity of time and resources.

★★★★★

쥬가드 이노베이션 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

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쥬가드 이노베이션 요약의 핵심 주제

frugal engineering
resource constraint innovation
inclusive business models
adversity-driven entrepreneurship
flexible management systems

쥬가드 이노베이션 요약의 명문장

Invention is by its very nature a disorderly process.
Innovation is not invention.
Do more with less.
Include the margin.
Follow your heart.

쥬가드 이노베이션 요약의 등장인물

Navi RadjouLead author and innovation researcher
Mansukh PrajapatiPotter who invented the Mitticool refrigerator
Tulsi TantiFounder of Suzlon wind energy provider
Gustavo GrobocopatelFounder of the asset-light farming firm Los Grobo
Dr. Sathya JeganathanDoctor who created a low-cost infant incubator

저자 소개

*21세기 혁신을 위한 검소하고 유연한 접근 방식, 주가드 이노베이션(Jugaad Innovation: A Frugal and Flexible Approach to Innovation for the 21st Century)*의 베스트셀러 저자인 나비 라드주(Navi Radjou)는 실리콘 밸리를 기반으로 활동하는 혁신 전략가이자 검소한 혁신(frugal innovation) 분야의 세계적인 사상가입니다.

인도에서 태어나 프랑스와 미국 이중 국적을 보유한 라드주의 자원 제약적 문제 해결에 대한 전문성은 그의 다문화적 배경과 포춘 500대 기업 경영진을 대상으로 한 수십 년간의 자문 경험에서 비롯되었습니다. 이 책은 포레스터 리서치(Forrester Research)와 그가 펠로우로 재직했던 케임브리지 대학교 저지 경영대학원(Judge Business School)에서의 연구를 바탕으로, 조직이 풀뿌리 독창성을 통해 어떻게 획기적인 성장을 달성하는지 탐구합니다.

세계경제포럼(WEF) 교수진이자 TED 강연자인 라드주는 2016년 CMI 올해의 경영서로 선정된 후속작 *검소한 혁신: 적은 것으로 더 많은 것을 하는 법(Frugal Innovation: How to Do More With Less)*을 통해 이러한 주제를 더욱 확장했습니다. 그의 통찰력은 하버드 비즈니스 리뷰(Harvard Business Review), 이코노미스트(The Economist), *파이낸셜 타임스(Financial Times)*에 정기적으로 게재되고 있으며, 그는 MIT에서 대외관계협의회(CFR)에 이르기까지 다양한 기관에 자문을 제공하고 있습니다. 12개 이상의 언어로 번역된 주가드 이노베이션은 전 세계적으로 20만 부 이상 판매되었으며, 라드주를 디지털 시대의 지속 가능한 비즈니스 전략 분야에서 선도적인 목소리로 자리매김하게 했습니다.

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앱 평가 7.84천 개 이상

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@Moemenn

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@Chloe, Solo founder, LA

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