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                <title>Innovation on INSEAD Knowledge</title>
                <description>Latest articles published on the INSEAD Knowledge website.</description>
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                <copyright>INSEAD March 2007, All rights reserved.</copyright>
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              <title>New media: The online evolution of newspapers</title> 
                  <link>http://knowledge.insead.edu/Apcar.cfm?vid=14</link> 
	              <pubDate>Fri, 21 Dec 2007 11:07:14 GMT</pubDate>
                  <description><![CDATA[ In September, the New York Times did an about-face of sorts. It ended its paid-for online subscription model, under which it had been charging for access to premium content by columnists and commentators.<br>
<br>
Len Apcar, deputy managing editor of the International Herald Tribune and a former editor-in-chief of NYTimes.com, says enabling free and unfettered access to the online paper has "proven to be a very successful advertising model by itself." ]]></description> 
                  <guid>http://knowledge.insead.edu/Apcar.cfm?vid=14</guid> 
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              <title>Winning with value</title> 
                  <link>http://knowledge.insead.edu/winningwithvalue080203.cfm?vid=19</link> 
	              <pubDate>Tue, 04 Mar 2008 11:46:17 GMT</pubDate>
                  <description><![CDATA[ Too many companies focus on just the cost of software systems, rather than look at the business value they generate. That may not be surprising given the complexities of trying to assess the value of software assets, but according to a new study by INSEAD professor Soumitra Dutta, companies who do this are taking the easy way out. <br>
<br>
In the study called 'Recognising the True Value of Software Assets', Dutta argues that this key existing asset represents 'enormous hidden value for the firm.' But for organisations to switch their attention to value rather than focus on cost will require a shift in mindset, he says. ]]></description> 
                  <guid>http://knowledge.insead.edu/winningwithvalue080203.cfm?vid=19</guid> 
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              <title>The Experience Trap</title> 
                  <link>http://knowledge.insead.edu/TheExperienceTrap080201.cfm?vid=17</link> 
	              <pubDate>Tue, 04 Mar 2008 11:47:39 GMT</pubDate>
                  <description><![CDATA[ When companies look for a manager, they should look for experience, right? <br>
<br>
Well, maybe not. INSEAD professors Kishore Sengupta and Luk Van Wassenhove say their research has revealed what they call the 'experience trap.' "Conventional wisdom holds that as we do more things more often, we learn from experience and get better and better, and what we found in our research was that actually some of it may not be the case," Sengupta says. ]]></description> 
                  <guid>http://knowledge.insead.edu/TheExperienceTrap080201.cfm?vid=17</guid> 
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              <title>Microsoft's Courtois: Using technology to tackle climate change</title> 
                  <link>http://knowledge.insead.edu/EBSmicrosoftclimatechange080302.cfm?vid=26</link> 
	              <pubDate>Thu, 27 Mar 2008 05:03:32 GMT</pubDate>
                  <description><![CDATA[ Tackling climate change for Europe is 'an incredible opportunity to innovate and compete with the rest of the world.' That's the view of Microsoft International President Jean-Philippe Courtois. Technology can help by linking entrepreneurs to academics, venture capitalists and big business, Courtois says. ]]></description> 
                  <guid>http://knowledge.insead.edu/EBSmicrosoftclimatechange080302.cfm?vid=26</guid> 
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              <title>Shell CEO van der Veer: Carbon dioxide regulation necessary to make the markets work</title> 
                  <link>http://knowledge.insead.edu/EBSShellCarbonDioxideRegulation080303.cfm?vid=31</link> 
	              <pubDate>Thu, 27 Mar 2008 05:05:16 GMT</pubDate>
                  <description><![CDATA[ If governments do not intervene, industries will meet the growing demands for energy in the cheapest way possible, and carbon dioxide (CO2) emissions will increase. That puts Jeroen van der Veer, CEO of Royal Dutch Shell plc, one of the worlds leading petroleum companies, in an odd position: a leading capitalist campaigning for more government regulation.  ]]></description> 
                  <guid>http://knowledge.insead.edu/EBSShellCarbonDioxideRegulation080303.cfm?vid=31</guid> 
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              <title>Alstom: Clean power needed  to reduce CO2 emissions</title> 
                  <link>http://knowledge.insead.edu/EBSAlstomCleanPower080304.cfm?vid=21</link> 
	              <pubDate>Thu, 27 Mar 2008 05:07:32 GMT</pubDate>
                  <description><![CDATA[ Mankind will keep using fossil fuels to generate electricity for many decades to come, and will need all the help it can get to curb emissions of carbon dioxide, or CO2, that go with burning fossil fuels. That's according to Alstom, a leading manufacturer of power turbines and a company which sells equipment to make coal power stations cleaner and more efficient. It is also developing techniques to capture and store CO2.  ]]></description> 
                  <guid>http://knowledge.insead.edu/EBSAlstomCleanPower080304.cfm?vid=21</guid> 
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              <title>Arcelor Mittal: Lightening up heavy industry</title> 
                  <link>http://knowledge.insead.edu/ebsarcelormittallighteningup080305.cfm?vid=22</link> 
	              <pubDate>Thu, 27 Mar 2008 05:09:27 GMT</pubDate>
                  <description><![CDATA[ Steel is one of the industrial sectors under intense pressure to cut greenhouse gas emissions. By its very nature, producing steel consumes a lot of energy, which in turn produces a lot of carbon dioxide. But its not as bleak as all that: the steel industry has been trying for decades to find ways to cut CO2 emissions, says Michel Wurth, a member of the management board of ArcelorMittal, the worlds largest steel maker.  ]]></description> 
                  <guid>http://knowledge.insead.edu/ebsarcelormittallighteningup080305.cfm?vid=22</guid> 
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              <title>Total: A difficult balancing act</title> 
                  <link>http://knowledge.insead.edu/ebstotalbalancingact080307.cfm?vid=32</link> 
	              <pubDate>Thu, 27 Mar 2008 05:16:36 GMT</pubDate>
                  <description><![CDATA[ Energy companies are being asked to meet growing world energy demand, but at the same time, theyre expected to cut carbon dioxide emissions. World energy demand is growing at 1.5 per cent a year. Meanwhile, negotiations are underway under the auspices of the United Nations Framework for Climate Change to broker consensus for curbing greenhouse gas emissions. Its something of a conundrum.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ebstotalbalancingact080307.cfm?vid=32</guid> 
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              <title>Tech innovation in the Middle East</title> 
                  <link>http://knowledge.insead.edu/contents/Soumitra.cfm</link> 
	              <pubDate>Wed, 21 Mar 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ INSEAD Professor in Business and Technology Soumitra Dutta looks at how countries in the Middle East are faring in terms of technological innovation. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Soumitra.cfm</guid> 
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              <title>Success: A huge business vulnerability?</title> 
                  <link>http://knowledge.insead.edu/contents/herbold.cfm</link> 
	              <pubDate>Sat, 26 May 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ Former Microsoft Chief Operating Officer Bob Herbold says success creates nine dangerous traps for companies around the world today. “Once they reach some level of success they tend to lose their sense of urgency,” the INSEAD senior executive in residence says. Many companies “think they have found the secret that will lead to everlasting success. Little do they know that by turning their previously successful practices into legacy practices that they follow continually, they’re putting themselves in a very disadvantageous position,” Herbold says. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/herbold.cfm</guid> 
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              <title>Cost innovation and the dragons</title> 
                  <link>http://knowledge.insead.edu/contents/williamson2.cfm</link> 
	              <pubDate>Thu, 28 Jun 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ INSEAD Affiliate Professor of Asian Business and International Management Peter Williamson says Chinese companies are tapping niche markets and customising products, but instead of looking at premium pricing they’re choosing to go mass market with ‘everyday low prices on steroids.’ ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/williamson2.cfm</guid> 
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              <title>The innovation value chain</title> 
                  <link>http://knowledge.insead.edu/contents/hansen.cfm</link> 
	              <pubDate>Thu, 28 Jun 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ Innovation isn’t all about great ideas. INSEAD Professor of Entrepreneurship Morten Hansen and visiting professor Julian Birkinshaw argue that companies often fail because they don’t recognise that innovation is a chain that requires strength at every link to succeed. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/hansen.cfm</guid> 
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              <title>Innovation: Using externally-oriented or 'X' teams can prove a winning strategy</title> 
                  <link>http://knowledge.insead.edu/contents/Bresman.cfm</link> 
	              <pubDate>Thu, 23 Aug 2007 12:36:46 GMT</pubDate>
                  <description><![CDATA[ Good teams can often fail when it comes to innovation. That’s the message from a new book by INSEAD Assistant Professor Henrik Bresman and MIT Professor Deborah Ancona. The reason such teams fail is not because of a lack of talent or they can’t work together, but because they don’t take into account external stakeholders and conditions. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Bresman.cfm</guid> 
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              <title>Writing books at the push of a button</title> 
                  <link>http://knowledge.insead.edu/contents/philparker.cfm</link> 
	              <pubDate>Thu, 25 Oct 2007 03:38:18 GMT</pubDate>
                  <description><![CDATA[ INSEAD professor Phil Parker has been granted a US patent for his software programme that writes books. It took him seven years to get the patent, and while the registered patent name is decidedly scholastic: <i>Method and Apparatus for Automated Authoring and Marketing</i>, the implications for the information age are not. It?s not "creative intelligence." It?s "reverse engineering" - deconstructing books into "genres" and then writing software programmes to fit those genres. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/philparker.cfm</guid> 
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              <title>Scarcity and innovation: Powering the developing world</title> 
                  <link>http://knowledge.insead.edu/ILSScarcityAndInnovation080510.cfm </link> 
	              <pubDate>Thu, 08 May 2008 04:50:27 GMT</pubDate>
                  <description><![CDATA[ Scarcity of resources, scarcity of political consensus and scarcity of financing for innovation. These are some of the major challenges faced by companies in todays global environment. Thats according to Leif Beck Fallesen, editor-in-chief and CEO of the Danish publication Dagbladet Borsen. Fallesen was the moderator of the first plenary session at the INSEAD Leadership Summit. He said these concerns are highlighted by a growing food crisis (wheat prices rose more than oil prices last year), climate change and decreased foreign investment (down by 9 per cent). ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSScarcityAndInnovation080510.cfm </guid> 
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              <title>Sustainability: a business opportunity</title> 
                  <link>http://knowledge.insead.edu/ILSInnovationPhilips080505.cfm?vid=42</link> 
	              <pubDate>Thu, 08 May 2008 04:53:00 GMT</pubDate>
                  <description><![CDATA[ By the year 2040, only 15 per cent of the world's population will be living in what are now called developed countries. It's therefore essential for today's business planners to start focusing on the rest of the planet. Fortunately a strategy centred on emerging markets can be both financially profitable and socially responsible, says Barbara Kux of the Dutch multinational Royal Philips Electronics. <br>
<br>
"Developing countries are a fantastic source of opportunities for companies," says Kux, who is a member of the electronics giant's group management committee. ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSInnovationPhilips080505.cfm?vid=42</guid> 
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              <title>Riding the 'earning horse': Indian Railways</title> 
                  <link>http://knowledge.insead.edu/IndianRailways080601.cfm?vid=47</link> 
	              <pubDate>Thu, 05 Jun 2008 09:27:58 GMT</pubDate>
                  <description><![CDATA[ Indian Railways is the worlds largest employer and one of the biggest and busiest rail networks in the world, carrying some 17 million people and more than one million tonnes of freight daily. It was, however, until very recently, a loss-making organisation, which was heading for bankruptcy. Starting his term in 2004 with a budget of just $200 million with which to save the national institution, Indias Minister of Railways Lalu Prasad engineered a dramatic turnaround. Last year, Indian Railways revenue came to $6 <br>
<br>
billion.<br>
<br>
Indian Railways is one of INSEADs biggest executive education clients, and the Minister visited the schools Asia campus as part of his tour of Singapore and Malaysia. During his visit to INSEAD, he told a gathering of MBA participants, alumni and executives about his strategy for bringing the rail network into the 21st century.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/IndianRailways080601.cfm?vid=47</guid> 
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              <title>Global information technology report: Making progress</title> 
                  <link>http://knowledge.insead.edu/GITR080608.cfm?vid=53</link> 
	              <pubDate>Wed, 25 Jun 2008 07:43:55 GMT</pubDate>
                  <description><![CDATA[ Denmark and the Nordic countries again dominate the rankings in the Global Information Technology Report, but this year the United States and South Korea make progress in the Networked Readiness Index (NRI) for 2007-2008, which covers a record number of 127 developed and developing economies around the world. <br>
<br>
Today with the benefit of seven years of data, we have concrete, hard data to support the statement that technology does in fact make a country more competitive, says Soumitra Dutta,  the Roland Berger Chaired Professor in Business and Technology at INSEAD, who co-authored the report which is published by the World Economic Forum. ]]></description> 
                  <guid>http://knowledge.insead.edu/GITR080608.cfm?vid=53</guid> 
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              <title>Bridging the cellular divide</title> 
                  <link>http://knowledge.insead.edu/CellularDivide080910.cfm</link> 
	              <pubDate>Tue, 30 Sep 2008 04:04:00 GMT</pubDate>
                  <description><![CDATA[ Since 2003, one sector in Pakistan has seen more than eight billion dollars in investment, an increase in its customer base to 52 per cent of the population from just five per cent, has contributed to some five per cent of the country’s GDP, and been responsible for the creation of up to a million jobs.<br>
<br>
<br>
<br>
Pakistan’s telecommunications sector has, in the span of just five years, seen mobile phone subscriptions increase to 86 million from one million. In a population of 165 million, where only 4.5 million people have fixed-line telephones, the rapid expansion of the cellular market has been nothing short of a telecoms revolution. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/CellularDivide080910.cfm</guid> 
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              <title>The show must go on: Cirque du Soleil’s recession-proof formula</title> 
                  <link>http://knowledge.insead.edu/CirqueRecessionProof081013.cfm?vid=107</link> 
	              <pubDate>Thu, 30 Oct 2008 07:56:10 GMT</pubDate>
                  <description><![CDATA[ As we brace ourselves for what threatens to be the worst economic slump since the Great Depression, one company seems to be relatively unscathed by the global financial meltdown. According to Daniel Lamarre, president and chief executive officer of performance troupe Cirque du Soleil, whose shows still play to sell-out audiences, he is confident that his company will ride out the recession.  ]]></description> 
                  <guid>http://knowledge.insead.edu/CirqueRecessionProof081013.cfm?vid=107</guid> 
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              <title>Creative entrepreneurs can survive the crisis</title> 
                  <link>http://knowledge.insead.edu/CreativeEntrepreneursSurviveCrisis081008.cfm?vid=105 </link> 
	              <pubDate>Thu, 30 Oct 2008 08:02:56 GMT</pubDate>
                  <description><![CDATA[ Creative entrepreneurs can weather the current global economic crisis better than traditional businesses, says Jean-Claude Larréché, INSEAD professor of marketing. Virgin Atlantic, which was founded by British entrepreneur Sir Richard Branson in 1984, survived and came out stronger after the airline crisis of the early 1990s when many established airlines went bankrupt, notes Larréché. Speaking via satellite, Branson said a lot of opportunities will emerge as a result of the current global economic slowdown but companies need to be nimble to move quickly and decisively to realise these opportunities.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/CreativeEntrepreneursSurviveCrisis081008.cfm?vid=105 </guid> 
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              <title>It may be time to change our questions: a personal view</title> 
                  <link>http://knowledge.insead.edu/HalGregersenOpEd090116.cfm</link> 
	              <pubDate>Fri, 16 Jan 2009 04:31:40 GMT</pubDate>
                  <description><![CDATA[ Innovative leaders ask innovative questions – lots of them.  Our research on the entrepreneurial founders at 25 of the most innovative companies in the world (places like Apple, eBay, Amazon, and Skype) revealed that they rely on catalytic questions to create revolutionary new ways of doing business.  Such questions reflect their deep bias against the status quo and prompt powerful, personal action.  ]]></description> 
                  <guid>http://knowledge.insead.edu/HalGregersenOpEd090116.cfm</guid> 
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              <title>Not by drugs alone but by partnership</title> 
                  <link>http://knowledge.insead.edu/DrugsPartnership081103.cfm</link> 
	              <pubDate>Fri, 21 Nov 2008 06:16:46 GMT</pubDate>
                  <description><![CDATA[ Nearly eradicated 20 years ago, tuberculosis has since re-emerged at the top of the world’s most deadly infectious diseases list.<br>
<br>
“Drugs are not enough to combat TB,” says Patrizia Carlevaro, the head of Eli Lilly’s international aid unit speaking to INSEAD Knowledge. “We have all the tools we need to defeat the disease – the challenge rests in effectively linking private sector resources and skills to the needs of local healthcare providers.”<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/DrugsPartnership081103.cfm</guid> 
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              <title>When social innovation makes good business sense</title> 
                  <link>http://knowledge.insead.edu/SocialInnovationBusinessSense081110.cfm?vid=130</link> 
	              <pubDate>Fri, 21 Nov 2008 06:30:29 GMT</pubDate>
                  <description><![CDATA[ With the international community galvanised to look for ways to solve the current financial crisis, it appears that other problems have been relegated to the backburner. That could have dire consequences in the long term, especially if the problem is that of climate change, says Rob Routs, Executive Director Downstream, Royal Dutch Shell. ]]></description> 
                  <guid>http://knowledge.insead.edu/SocialInnovationBusinessSense081110.cfm?vid=130</guid> 
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              <title>Innovating at the top</title> 
                  <link>http://knowledge.insead.edu/Innovatingyourwaytothetop090119.cfm?vid=173</link> 
	              <pubDate>Thu, 22 Jan 2009 08:29:28 GMT</pubDate>
                  <description><![CDATA[ With the global economic slowdown, the need for innovation is even greater today. If you're looking to maintain your market share, and perhaps post growth despite the recessionary environment, innovation is key. ]]></description> 
                  <guid>http://knowledge.insead.edu/Innovatingyourwaytothetop090119.cfm?vid=173</guid> 
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              <title>The ugly side of innovation: walking a tightrope between creativity and lawlessness</title> 
                  <link>http://knowledge.insead.edu/UglyInnovation081005.cfm?vid=103</link> 
	              <pubDate>Thu, 30 Oct 2008 07:45:12 GMT</pubDate>
                  <description><![CDATA[ Innovative companies tend to be successful, or – at least – bear the hallmarks of success. But what happens when innovative ideas are used for ill-gotten gains? That is what Mark Stein of Imperial College in London has been researching. His article on the Oedipus Complex and Enron (Oedipus Rex at Enron) chronicles the rise and fall of the former energy trading giant – through misguided leadership. ]]></description> 
                  <guid>http://knowledge.insead.edu/UglyInnovation081005.cfm?vid=103</guid> 
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              <title>Effecting change management: a reality with the LingHe Simulation?</title> 
                  <link>http://knowledge.insead.edu/Linghechangemanagement081215.cfm?vid=159</link> 
	              <pubDate>Wed, 17 Dec 2008 05:06:56 GMT</pubDate>
                  <description><![CDATA[ With China's business environment undergoing fast and significant change - partially driven by the introduction of information and communication technologies into business relationships - managers now need to be more effective than ever in implementing change within their organisations. ]]></description> 
                  <guid>http://knowledge.insead.edu/Linghechangemanagement081215.cfm?vid=159</guid> 
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              <title>Pushing the boundaries: innovation or imitation in China and India?</title> 
                  <link>http://knowledge.insead.edu/insead-knowledge-inovation-or-imitation-in-china-and-india-110120.cfm?vi</link> 
	              <pubDate>Fri, 28 Jan 2011 10:16:07 GMT</pubDate>
                  <description><![CDATA[ How do Asia's emerging giants measure on the innovation scale and can they shake off their reputation for imitation rather than innovation? INSEAD professors Anil Gupta [pictured above] and Hellmut Schütte share their views. ]]></description> 
                  <guid>http://knowledge.insead.edu/insead-knowledge-inovation-or-imitation-in-china-and-india-110120.cfm?vi</guid> 
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              <title>A practical guide to managing innovation</title> 
                  <link>http://knowledge.insead.edu/contents/InnovationManual090323.cfm?vid=199 </link> 
	              <pubDate>Mon, 30 Mar 2009 09:10:26 GMT</pubDate>
                  <description><![CDATA[ What does innovation mean? It used to relate mainly to products and that's still important. But over the last decade or so, businesses have been putting more and more emphasis on innovating new services and business models as well. In light of this, it's time companies take another look at how they manage innovation. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/InnovationManual090323.cfm?vid=199 </guid> 
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              <title>Global recession a catalyst for change in the advertising industry</title> 
                  <link>http://knowledge.insead.edu/recession-advertising-consumerism-090730.cfm?vid=288</link> 
	              <pubDate>Thu, 30 Jul 2009 11:30:07 GMT</pubDate>
                  <description><![CDATA[ The downward spiral of the global economy is having some serious implications for the advertising industry, says Steve Henry, co-founder of London-based advertising firm Howell Henry Chaldecott Lury (HHCL).<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/recession-advertising-consumerism-090730.cfm?vid=288</guid> 
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              <title>The winds of change: how Denmark is leading the green movement</title> 
                  <link>http://knowledge.insead.edu/Windsofchange090422.cfm?vid=217</link> 
	              <pubDate>Fri, 24 Apr 2009 12:00:00 GMT</pubDate>
                  <description><![CDATA[ With the climate change issue becoming  ever more a major cause for concern, a new green movement is fast taking shape in the European Union, with Denmark leading the way. And rightly so, because of all the countries in the EU, Denmark is ahead in its use of renewable energy. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/Windsofchange090422.cfm?vid=217</guid> 
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              <title>Planning for the unthinkable</title> 
                  <link>http://knowledge.insead.edu/contents/innovation-futurist-peter-schwartz-090812.cfm?vid=292</link> 
	              <pubDate>Thu, 13 Aug 2009 03:59:18 GMT</pubDate>
                  <description><![CDATA[ We’ve been so focused on the financial crisis that we’ve neglected to pay attention to other issues, which, if left on the backburner, could upset the status quo. That’s the view of futurist and business strategist Peter Schwartz.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/innovation-futurist-peter-schwartz-090812.cfm?vid=292</guid> 
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              <title>Helping countries emerge from the economic crisis: a World Bank perspective</title> 
                  <link>http://knowledge.insead.edu/WorldBankperspective090527.cfm?vid=252</link> 
	              <pubDate>Thu, 28 May 2009 03:29:40 GMT</pubDate>
                  <description><![CDATA[ Even though world leaders are talking up signs of economic “green shoots”, it’s still too early to tell whether the global economic crisis is near a bottom or even whether the economic decline is slowing, says Shigeo Katsu, Vice President for Europe and Central Asia at the World Bank. ]]></description> 
                  <guid>http://knowledge.insead.edu/WorldBankperspective090527.cfm?vid=252</guid> 
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              <title>Innovating the green supply chain: where cold becomes the new ‘hot’</title> 
                  <link>http://knowledge.insead.edu/EBSsustainability090421.cfm</link> 
	              <pubDate>Tue, 21 Apr 2009 09:34:28 GMT</pubDate>
                  <description><![CDATA[ Proctor & Gamble’s Ariel detergent “Turn to 30” campaign, launched in 2006, was aimed at bringing about long-term change in behaviour by getting people to wash their clothes at 30°C for the good of the environment, saving up to 40 per cent of energy used. Recently P&G came out with a detergent that washes at only 15°C, which is essentially cold water.   ]]></description> 
                  <guid>http://knowledge.insead.edu/EBSsustainability090421.cfm</guid> 
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              <title>Infusing European education with an entrepreneurial spirit</title> 
                  <link>http://knowledge.insead.edu/contents/InfusingEuropeaneducationwithanentrepreneurialspirit090420.cfm</link> 
	              <pubDate>Tue, 21 Apr 2009 09:32:24 GMT</pubDate>
                  <description><![CDATA[ University students in China were given 1,000 RMB ($146, €112) each and told to turn their ideas into reality: ‘go into the streets, market the products and build something.’ A year later, most of them had something to show for their efforts. As soon as they left school, they were in business. “We also see this culture of entrepreneurship in places like India and the US, but we don’t see it in Europe. This has to change,” says Martin Schuurmans, chairman of the governing board of the European Institute of Innovation and Technology (EIT). “I do not believe entrepreneurship is in the genes - I believe we can do a lot to build young people into entrepreneurs.” <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/InfusingEuropeaneducationwithanentrepreneurialspirit090420.cfm</guid> 
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              <title>Dynamic architecture, rotating tower: yes, but will it fly?</title> 
                  <link>http://knowledge.insead.edu/contents/Dynamicarchitecturerotatingtoweryesbutwillitfly090715.cfm?vid=267</link> 
	              <pubDate>Wed, 15 Jul 2009 12:15:09 GMT</pubDate>
                  <description><![CDATA[ For the past two years, David Fisher has made a name for himself by building towers in the sky. Literally. For, despite the earthly icons he’s received for his architectural concept (Time Magazine Best Invention award in 2008 and a citation as Best Architect in 2008 by the Trump-supported Florida-based Developers and Builders Alliance), so far the 80-storey 1,300-foot tower exists solely in his lofty imagination. It’s been there for a while.<br>
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 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Dynamicarchitecturerotatingtoweryesbutwillitfly090715.cfm?vid=267</guid> 
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              <title>A new era for innovations</title> 
                  <link>http://knowledge.insead.edu/contents/Aneweraforinnovations090716.cfm?vid=270</link> 
	              <pubDate>Fri, 17 Jul 2009 05:26:49 GMT</pubDate>
                  <description><![CDATA[ Paul Saffo, a technology forecaster and advisor to private and government clients worldwide, says “if you’re really determined to find that next big idea and time it right to make a difference, it typically takes 20 years from discovery to take-off.”<br>
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 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Aneweraforinnovations090716.cfm?vid=270</guid> 
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              <title>Online social networking and the economic crisis</title> 
                  <link>http://knowledge.insead.edu/Socialnetworkingop-ed081215.cfm</link> 
	              <pubDate>Fri, 17 Apr 2009 07:56:34 GMT</pubDate>
                  <description><![CDATA[ In the fallout of the global financial meltdown, it’s difficult to think of a positive side to the economic crisis. But it actually might be good news for Web 2.0 social networking.<br>
<br>
<br>
<br>
It would reasonable to predict that social networking sites like LinkedIn, Plaxo, Ning — and even Facebook — will see their membership ranks soar in coming weeks and months as widespread insecurity drives people to connect with others to boost their social capital.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Socialnetworkingop-ed081215.cfm</guid> 
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              <title>Capitalism thrives in virtual world: Second Life gives commerce a second chance</title> 
                  <link>http://knowledge.insead.edu/contents/insead-second-life-091020.cfm?vid=325</link> 
	              <pubDate>Tue, 20 Oct 2009 10:35:36 GMT</pubDate>
                  <description><![CDATA[ In the beginning, the online virtual world was a place for action video games such as Grand Theft Auto, or hanging out and chatting. Today, it’s a very different place. Commerce and capitalism have entered the picture.<br>
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                  <guid>http://knowledge.insead.edu/contents/insead-second-life-091020.cfm?vid=325</guid> 
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              <title>The internet entrepreneur: ‘made, not born’</title> 
                  <link>http://knowledge.insead.edu/contents/entrepreneurship-shopwiki-ryan-091120.cfm?vid=345</link> 
	              <pubDate>Mon, 23 Nov 2009 10:02:16 GMT</pubDate>
                  <description><![CDATA[ The internet has changed the way we live. Many of us now get our news online rather than from newspapers, fans connect with their favourite bands on music social networks rather than try to catch them after a concert, and we can get attractive high-street deals from the comfort of our home. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/entrepreneurship-shopwiki-ryan-091120.cfm?vid=345</guid> 
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              <title>Powering the Google engine: innovation is key</title> 
                  <link>http://knowledge.insead.edu/innovation-google-091123.cfm?vid=339</link> 
	              <pubDate>Mon, 23 Nov 2009 10:53:46 GMT</pubDate>
                  <description><![CDATA[ It’s a $20 billion company with a formidable staff strength of 20,000, but the spirit of innovation (and enterprise) is alive and well at Google Inc, 11 years after the company was founded by then-students Larry Page and Sergey Brin.<br>
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                  <guid>http://knowledge.insead.edu/innovation-google-091123.cfm?vid=339</guid> 
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              <title>The innovator's DNA</title> 
                  <link>http://knowledge.insead.edu/innovation-innovators-dna-091221.cfm?vid=358</link> 
	              <pubDate>Mon, 21 Dec 2009 08:56:23 GMT</pubDate>
                  <description><![CDATA[ A major new study has highlighted the key skills that innovative and creative entrepreneurs need to develop. According to Hal Gregersen, an INSEAD professor and co-author of a six-year-long study into disruptive innovation involving some 3,500 executives, there are five ‘discovery’ skills you need but, he says, you don’t have to be ‘great in everything.’ <br>
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                  <guid>http://knowledge.insead.edu/innovation-innovators-dna-091221.cfm?vid=358</guid> 
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              <title>Innovation: the key to future growth</title> 
                  <link>http://knowledge.insead.edu/contents/innovation-insead-summit-091124.cfm?vid=345</link> 
	              <pubDate>Wed, 25 Nov 2009 04:43:29 GMT</pubDate>
                  <description><![CDATA[ Which is more innovative? The global conglomerate with revenue of $363 billion or the entrepreneur whose ground-breaking Double-Click software package revolutionised online selling and was ultimately sold to Google for more than $3 billion?<br>
<br>
Answer: it’s a tie.    ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/innovation-insead-summit-091124.cfm?vid=345</guid> 
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              <title>Innovating in the Arab world</title> 
                  <link>http://knowledge.insead.edu/innovation-arab-world-100209.cfm?vid=377</link> 
	              <pubDate>Tue, 09 Feb 2010 10:29:00 GMT</pubDate>
                  <description><![CDATA[ Innovation, it seems, is everything that it’s cut out to be. Done right, it can take a company, government or country from mediocrity to greatness. But innovation doesn’t come easy, and in some industries, the road to innovation is a long and arduous one. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/innovation-arab-world-100209.cfm?vid=377</guid> 
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              <title>In search of an effective innovation policy</title> 
                  <link>http://knowledge.insead.edu/innovation-policy-mahroum-100511.cfm</link> 
	              <pubDate>Tue, 11 May 2010 04:41:26 GMT</pubDate>
                  <description><![CDATA[ Academics and researchers of innovation have produced a new genre of literature that is difficult to use in order to generate effective (policy) solutions. In fact, little in the way of standard public policy analysis finds its way into innovation policy work and hence too often the political, social, and economic feasibility of many recommendations is not taken into consideration.  ]]></description> 
                  <guid>http://knowledge.insead.edu/innovation-policy-mahroum-100511.cfm</guid> 
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              <title>How LG Electronics reinvented itself in the US</title> 
                  <link>http://knowledge.insead.edu/contents/innovation-LG-100630.cfm?vid=439</link> 
	              <pubDate>Thu, 08 Jul 2010 03:43:03 GMT</pubDate>
                  <description><![CDATA[ It took three attempts in four years for Korean electronics giant LG Electronics (LGE) to launch its brand in the US market in 2002. Five years later, it became the top seller of refrigerators and washing machines, and has since been successfully maintaining its lead in the two home appliance categories with current respective market shares of about 24 per cent. <br>
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 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/innovation-LG-100630.cfm?vid=439</guid> 
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              <title>China’s quiet confidence</title> 
                  <link>http://knowledge.insead.edu/economy-china-confidence-100527.cfm</link> 
	              <pubDate>Thu, 03 Jun 2010 05:33:12 GMT</pubDate>
                  <description><![CDATA[ China’s premier, Wen Jiabao, has said that 2010 will be a very difficult year for the country’s economy, yet in Q1 its performance was remarkable. China’s gross domestic product (GDP) grew by 11.9 per cent in Q1 2010, outstripping the 8.7 per cent annual GDP growth achieved in 2009 and the 10.7 per cent growth of Q4 2009. The growth for Q1 was the fastest in almost three years. There are indeed areas of concern, most notably the threat of a bubble forming in the property market and potential instability in the banking sector. The data for Q1 should, however, inspire quiet confidence among China’s leaders on the state of the economy, especially as China is expected to contribute a full third to this year’s global growth and is set to overtake Japan as the world’s second-largest economy.<br>
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 ]]></description> 
                  <guid>http://knowledge.insead.edu/economy-china-confidence-100527.cfm</guid> 
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              <title>Upstart: China’s emergence in technology and innovation</title> 
                  <link>http://knowledge.insead.edu/economy-china-technology-and-innovation-100527.cfm</link> 
	              <pubDate>Thu, 03 Jun 2010 05:34:03 GMT</pubDate>
                  <description><![CDATA[ It can easily appear as if China can make anything. Yet it makes goods not only at low cost, but now also of high quality, and this constitutes a particularly Chinese brand of innovation that enables China increasingly to shake up global markets. After coming of age in China’s domestic markets, Chinese firms are now replicating their domestic success in global markets by competing on price and quality. The success of the likes of Huawei and Lenovo are indicative of an emerging trend of Chinese technology and innovation, yet China’s emergence is only just beginning. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/economy-china-technology-and-innovation-100527.cfm</guid> 
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              <title>Picturing the art of business</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-picturing-the-art-of-business-110725.cfm</link> 
	              <pubDate>Tue, 02 Aug 2011 09:27:26 GMT</pubDate>
                  <description><![CDATA[ Put creative design and MBA students together in the right environment and the best of business and innovation can rub off on both. INSEAD MBAs visit the Art Center College of Design in Pasadena, California.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-picturing-the-art-of-business-110725.cfm</guid> 
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              <title>The innovation premium: What’s the big idea?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-the-innovation-premium-110721.cfm</link> 
	              <pubDate>Tue, 02 Aug 2011 08:26:04 GMT</pubDate>
                  <description><![CDATA[ Innovation makes millionaires and undermines monopolies. It raises the profitability of companies and puts a premium on the shares of the most successful. But how can companies foster it? New research by INSEAD Professor Hal Gregersen sheds light on the innovation process and how firms can tap into it to raise their performance and their share price.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-the-innovation-premium-110721.cfm</guid> 
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              <title>CEO view: Gary Wang of Tudou.com</title> 
                  <link>http://knowledge.insead.edu/ceo-view-gary-wang-tudou.com-110112.cfm?vid=518</link> 
	              <pubDate>Fri, 28 Jan 2011 10:18:06 GMT</pubDate>
                  <description><![CDATA[ Tudou.com, China's answer to YouTube with user-generated plus paid content, is one of the country's fastest-growing companies. Founder and INSEAD alumnus Gary Wang discusses strategy and what it takes to start and grow a media company in China. ]]></description> 
                  <guid>http://knowledge.insead.edu/ceo-view-gary-wang-tudou.com-110112.cfm?vid=518</guid> 
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              <title>The Next Microsoft: Here’s a partial list…</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-the-next-microsoft-110221.cfm</link> 
	              <pubDate>Wed, 02 Mar 2011 03:21:38 GMT</pubDate>
                  <description><![CDATA[ Innovation is flourishing despite a decline in venture capital funding. Silicon Valley veteran Adeo Ressi shares his predictions for life-changing technologies looking for funding. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-the-next-microsoft-110221.cfm</guid> 
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              <title>As innovation drives growth in emerging markets, western economies need to adapt</title> 
                  <link>http://knowledge.insead.edu/innovation-emerging-markets-110112.cfm?vid=515</link> 
	              <pubDate>Mon, 07 Feb 2011 04:12:32 GMT</pubDate>
                  <description><![CDATA[ No longer content to be cost and talent arbitrage destinations, emerging markets are becoming hotbeds of innovation, says SD Shibulal, co-founder of Infosys Technologies, one of India's leading IT firms. The enterprises of tomorrow need to be smart to make best use of their resources and innovation capabilities in order to succeed. ]]></description> 
                  <guid>http://knowledge.insead.edu/innovation-emerging-markets-110112.cfm?vid=515</guid> 
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              <title>‘Question everything’: the search for a new innovation paradigm</title> 
                  <link>http://knowledge.insead.edu/insead-knowledge-sam-pitrodaon-innovation-110114.cfm?vid=517</link> 
	              <pubDate>Tue, 01 Feb 2011 08:27:39 GMT</pubDate>
                  <description><![CDATA[ What does it take to drive innovation in an emerging economy with about 550 million people below the age of 25? Sam Pitroda, IT and innovation advisor to India's prime minister, speaks to INSEAD Knowledge Editor Stuart Pallister about innovation and the need for a new paradigm. ]]></description> 
                  <guid>http://knowledge.insead.edu/insead-knowledge-sam-pitrodaon-innovation-110114.cfm?vid=517</guid> 
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              <title>Can you innovate your business model?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-innovating-your-business-model-110527.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:42:16 GMT</pubDate>
                  <description><![CDATA[ Business models help support strategic goals, but too often executives don't inject them with the necessary dose of creativity to bring about real success, according to new research by two INSEAD professors.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-innovating-your-business-model-110527.cfm</guid> 
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              <title>Betting on the wind</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-gamesa-cto-on-strategy-110527.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:50:03 GMT</pubDate>
                  <description><![CDATA[ Strong headwinds are challenging Spain’s largest wind turbine manufacturer despite a surging demand for renewable power. Gamesa’s CTO discusses its emerging markets expansion, new technologies, and rising competition in the rapidly evolving wind energy sector.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-gamesa-cto-on-strategy-110527.cfm</guid> 
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              <title>Intel's Barrett: US needs to improve innovation capacity to maintain lead</title> 
                  <link>http://knowledge.insead.edu/EBsintelusinnovation080308.cfm?vid=24</link> 
	              <pubDate>Thu, 27 Mar 2008 04:59:43 GMT</pubDate>
                  <description><![CDATA[ The United States will need to improve its capacity to innovate if it wants to maintain its economic position in the world, says Craig Barrett, Chairman of Intel Corporation. Furthermore, government must make R&D more of a priority, as should private industry. ]]></description> 
                  <guid>http://knowledge.insead.edu/EBsintelusinnovation080308.cfm?vid=24</guid> 
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              <title>Ericsson: Aiming to help reduce emissions while 'not shying' away from its own responsibilities</title> 
                  <link>http://knowledge.insead.edu/EBSEricssonReducingEmissions080309.cfm?vid=23</link> 
	              <pubDate>Thu, 27 Mar 2008 05:11:15 GMT</pubDate>
                  <description><![CDATA[ The telecoms sector isn't regarded as a major polluter, but that isn't stopping firms in that industry from doing what they can to help tackle climate change.<br>
<br>
One such telecoms firm, Ericsson, took part in the European Business Summit held recently in Brussels -- a summit devoted this year to 'greening' the economy and reducing carbon emissions. One might wonder why a company that is neither a big polluter, nor present in the energy sector, would feel the need to participate in such a summit. Yet, Ericsson believes that information and communications technology (ICT) can help companies in other sectors reduce their carbon 'footprint'.  ]]></description> 
                  <guid>http://knowledge.insead.edu/EBSEricssonReducingEmissions080309.cfm?vid=23</guid> 
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              <title>Harnessing creativity to power up the economy</title> 
                  <link>http://knowledge.insead.edu/Harnessingcreativity090120.cfm?vid=175</link> 
	              <pubDate>Thu, 22 Jan 2009 08:40:35 GMT</pubDate>
                  <description><![CDATA[ Creativity is underrated – at least that is what Fredrik Härén, author of The Idea Book believes.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Harnessingcreativity090120.cfm?vid=175</guid> 
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