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E-raamat: Frugal Innovation in Healthcare: How Targeting Low-Income Markets Leads to Disruptive Innovation

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Frugal Innovation in Healthcare: How Targeting Low-Income Markets Leads to Disruptive InnovationSuurem pilt
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This book focuses on how companies are innovating with regard to the Bottom-of-the-Pyramid (BOP) - the lowest socio-economic segment, and the organizational conditions they need to be successful. The authors use several examples of disruptive innovations for this market, particularly in the Indian healthcare sector. Low-cost, specialty hospital chains like Aravind Eye Care and Narayana Hrudayalaya have brought down the cost of certain medical procedures significantly. The Indian conglomerate Tata Group and the American healthcare giant GE Healthcare have also developed affordable products targeted at the lowest-income segments in India. The authors present an in-depth analysis of these companies and present their insightful results on disruptive innovation and the ever-challenging BOP market.
1 Introduction
1(6)
1.1 Research Problem and Relevance
1(1)
1.2 Research Objectives and Scope
2(1)
1.3 Structure of the Book
3(4)
References
4(3)
2 Bottom of the Pyramid Concept: Taking Stock
7(20)
2.1 Background
7(1)
2.2 Characteristics of the BOP Market
8(3)
2.3 Business Strategies at the BOP
11(6)
2.3.1 Challenges in Doing Business at the BOP
11(2)
2.3.2 4As Framework
13(3)
2.3.3 Implications for the Firm
16(1)
2.4 Criticism of the BOP Approach
17(3)
2.4.1 Overestimation of Market Size
18(1)
2.4.2 Harming the Poor
18(1)
2.4.3 Undermining the State's Role in Development and Other Alternatives to Capitalism
19(1)
2.4.4 Inability of MNCs to Address the BOP
20(1)
2.5 Current State of BOP Scholarship
20(1)
2.5.1 Evolution of the BOP Approach
20(1)
2.5.2 BOP Approach and Other Tangential Areas
21(1)
2.6 Why It Is Interesting and Imperative to Conduct BOP Research
21(6)
References
22(5)
3 Disruptive Innovations Theory
27(12)
3.1 Introduction
27(1)
3.2 Disruptive Innovation Theory
27(6)
3.2.1 Definition
27(2)
3.2.2 Extensions of the Disruptive Innovation Theory
29(3)
3.2.3 Disruptive Innovation in the Context of Technological Discontinuities
32(1)
3.2.4 Critique of Disruptive Innovation Theory
33(1)
3.3 Challenges in Commercializing Disruptive Innovations
33(2)
3.3.1 Resource Allocation Processes
35(1)
3.3.2 Inadequate Market-Facing Organizational Competency
35(1)
3.4 Recommendation to Established Firms Seeking to Commercialize Disruptive Innovations
35(1)
3.5 Summary
36(3)
References
36(3)
4 Methodology and Research Process
39(8)
4.1 Introduction
39(1)
4.2 Methodology
39(2)
4.2.1 Context
39(1)
4.2.2 Rationale for Case Study Research
40(1)
4.3 Research Process
41(3)
4.3.1 Case Study Selection
42(1)
4.3.2 Data Collection
43(1)
4.3.3 Data Analysis
43(1)
4.4 Quality and Reliability
44(3)
References
45(2)
5 Study Is The Bottom of the Pyramid Market as a Source for Disruptive Innovations
47(28)
5.1 Introduction and Research Question
47(2)
5.1.1 Introduction
47(1)
5.1.2 Research Question and Methodology
48(1)
5.2 Embedding the BOP Phenomenon in Theory
49(4)
5.2.1 Linking Disruptive Innovation Theory and BOP Markets
49(1)
5.2.2 How Frugal Innovations, Inclusive Innovations, Reverse Innovations, Gandhian Innovations and Disruptive Innovations are Interrelated
50(3)
5.3 Empirical Context
53(7)
5.3.1 Healthcare Challenges in India
53(1)
5.3.2 Case Studies: Aravind Eye Care System and Narayana Hrudayalaya Hospitals
54(6)
5.4 Analysis
60(10)
5.4.1 How Are Low-cost Specialty Hospital Chains Potentially Disruptive?
60(3)
5.4.2 What are the Drivers of Their Innovations?
63(3)
5.4.3 Short Excursus: Reflections on the Lead User Characteristics of AECS and NH
66(2)
5.4.4 Why is BOP an Appropriate Context for Disruptive Innovations?
68(2)
5.5 Managerial Implications and Discussion
70(5)
References
71(4)
6 Study 2: Lessons from GE Healthcare: How Incumbents Can Systematically Create Disruptive Innovations
75(30)
6.1 Introduction
75(1)
6.2 Theoretical Context
76(2)
6.3 Research Question and Methodology
78(2)
6.3.1 Research Question
78(1)
6.3.2 Methodology
79(1)
6.4 Empirical Context
80(8)
6.4.1 GE Healthcare Case Study
80(5)
6.4.2 Characteristics of the Value Segment Products
85(3)
6.5 Analysis
88(12)
6.5.1 Disruptive Potential of GE Healthcare's Value Segment Products
88(2)
6.5.2 Overcoming the Innovator's Dilemma
90(5)
6.5.3 Ambidexterity in Action at GE Healthcare
95(3)
6.5.4 Other Measures in Combating the Unfavorable Characteristics of Disruptive Innovations
98(2)
6.6 Discussion
100(5)
References
101(4)
7 Study 3: Lessons from Tata: How Leadership Can Drive Disruptive Innovations
105(26)
7.1 Introduction
105(2)
7.2 Theoretical Foundations
107(2)
7.2.1 Leadership and Innovation
107(2)
7.2.2 Leadership and Ambidexterity
109(1)
7.3 Research Question and Methodology
109(2)
7.3.1 Research Question
109(1)
7.3.2 Methodology
110(1)
7.4 Empirical Context
111(7)
7.4.1 About Tata Group and Tata Chemicals
111(1)
7.4.2 Tata Swach Project
112(6)
7.5 Analysis
118(9)
7.5.1 Disruptive Potential of Tata Swach
118(2)
7.5.2 Role of Senior Leadership
120(3)
7.5.3 Differentiating and Integrating: A Process View of Ambidexterity at Tata
123(4)
7.6 Discussion
127(4)
References
127(4)
8 Addendum: Linking Paradox Resolution and Disruptive Innovations for the Bottom of the Pyramid markets
131(10)
8.1 Introduction
131(1)
8.2 Theoretical Foundations: Theory of Paradox
132(2)
8.2.1 What is a Paradox?
132(1)
8.2.2 Pursuing Social and Financial Goals: A Performance Paradox
133(1)
8.3 Empirical Context
134(2)
8.4 Analysis
136(1)
8.5 Discussion
137(4)
References
138(3)
9 Discussion of Findings and Conclusion
141(16)
9.1 Integration of Findings
141(5)
9.1.1 Overview
141(1)
9.1.2 Organizational Conditions at Established Firms for Pursuing Disruptive Innovations
142(4)
9.2 Theoretical Contributions
146(3)
9.2.1 BOP as a Context for Disruptive Innovations
146(1)
9.2.2 Organizational Ambidexterity and Disruptive Innovation Theory
146(2)
9.2.3 Leadership and Disruptive Innovation Theory
148(1)
9.2.4 Paradox Theory
149(1)
9.3 Implications
149(3)
9.3.1 Managing Disruptive Innovations Within Established Firms
150(1)
9.3.2 Policy Implications for Healthcare Sector
151(1)
9.4 Limitations of the Research
152(1)
9.5 Future Research Agenda
153(1)
9.6 Conclusion
153(4)
References
154(3)
Appendix A Bottom of the Pyramid Innovations from India Mentioned in Studies 157(2)
C.K. Prahalad
Appendix B Interview List Study I 159(2)
Appendix C Interview List Study II 161(2)
Appendix D Interview List Study III and Addendum 163(2)
Appendix E Interview Guidelines 165
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