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Frost & Sullivan Growth, Innovation and Leadership eBulletin Vol. 2 Issue 2
Frost & Sullivan's Growth, Innovation and Leadership eBulletin
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September 12-14, 2010
DON’T FORGET,
GIL IS GLOBAL.
WE HOPE TO
SEE YOU SOON!


GIL 2010: Silicon Valley
The Global Community of Growth, Innovation and Leadership

September 12-14, 2010 |
California, North America


GIL 2010:
The Global Community of Growth, Innovation and Leadership

GIL 2010: Israel
Herzliya |
March 15-16, 2010


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Innovation and
Leadership
 Visionaries,  Innovators and
 Leaders:  GIL Around the Globe
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These robust programs all begin
at 2 p.m. EST and will focus on:
January 12
Distribution Channel Optimization To Accelerate Growth

February 2
How to Build a Powerful Growth Pipeline

Chairman’s Series on
Growth – Now onDemand


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These robust programs are now onDemand:
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GIL Global 2010:
Growth, Innovation and Leadership –
A Frost & Sullivan Global
Congress on Corporate Growth
Growth Opportunity Newsletters

Dear Colleagues,

In this month’s issue of the Growth, Innovation and Leadership (GIL) eBulletin, we turn our sights on innovation. Specifically, we have invited various partners and Frost & Sullivan industry experts to share their insights on how to develop the visionary perspective that drives innovation.

Our GIL program is a comprehensive solution that includes the GIL Global Congress events, this GIL eBulletin, the Chairman's Series on Growth web casts and our Growth Partnership Services (among other tools and resources).

We invite you to begin your exploration here:

Strategy Session: P1 Featured Article  
  Executive Insight Executive Insight
Case in Point We Asked, You Answered
Strategy Session: P2  

Best Regards


David Frigstad
Chairman


Frost & Sullivan | www.frost.com | We Accelerate Growth
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STRATEGY SESSION: Part One
By Dr. Vijay Bhatkar
and Manoj K. Singh


Building an Innovative Enterprise: The Vision

Innovation has been universally accepted to be the defining force in modern l’affaire business. As the business structure and environment become increasingly challenging and complex …

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EXECUTIVE INSIGHT
By Darin Eich, Ph.D.
President, BrainReactions


Starting Innovations: How To Make the Front-End of Innovation Less Fuzzy and More Practical

Innovation is creativity with a purpose. It is not only creating new ideas but doing so with a specific intention in mind and with plans to actually launch the developed and realized ideas into the world. There are elements of …

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CASE IN POINT
By Donald Savant and Keith O’Brien
Growth Team Membership™, Frost & Sullivan


Collaborative Innovation: An IBM Best Practice Example

Frost & Sullivan’s Technical Insights group (TI) reported in its Managing Innovation for Profit, 9th Edition, that collaborative innovation is a viable strategy for growth. Collaborative innovation involves external companies, institutions and …

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STRATEGY SESSION: Part Two
By Dr. Vijay Bhatkar
and Manoj K. Singh

Building an Innovative Enterprise: Measuring Innovation and Skill Development


It is of prime importance for the companies to measure innovation as it helps them benchmark their innovation performance against peers and monitor internal progress. The company’s aim to measure the effectiveness of innovation …

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FEATURED ARTICLE
By Ben Thomson, Senior Editor
Business Management magazine

Back from the Brink


Here’s a frightening thought from the glory years of U.S. manufacturing in the 1960s: “As GM goes, so goes the nation.” Oops. General Motors is in turmoil, a throwback to a bygone age when U.S. industrial superiority was …

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EXECUTIVE INSIGHT
By Rajiv Kumar,
Partner/Senior Vice President, Technical Insights
Frost & Sullivan

Technology Innovation Is Key to Growth


One of the critical 360 degree perspectives impacting the CEO’s team is the technology viewpoint. This perspective consists of a set of factors primarily focusing on innovation, emerging technologies, commercialization, new applications, IP evaluation, technology roadmaps …

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WE ASKED, YOU ANSWERED
By Frost & Sullivan

Poll Results From November’s Chairman's Series on Growth

Which of the following best describes your company’s approach to competitive strategy?
A) Misunderstanding of Visionary Skills

B) Corporate Arrogance by CEO or Company

C) Lack of Teamwork and Collaboration

D) Tyranny of the Urgent: No Time, Budget or     Priority

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