The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation

By A. Lafley, R. Charan. 2008

123 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

A holistic market conceptualization (2015, background): “Through Connect+Develop, the firm engages several actors (customers, suppliers, partners, scientists) in a process of discourse directed toward developing breakthrough innovations (e.g., the Swiffer duster) that change the market, and make the firm a “market game-changer” (Lafley and Charan 2008).”
Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry (2011, background): “Re-organising a firm such as Proctor and Gamble into one based around the ideas of S-D Logic also requires a new leadership culture based around innovative knowledge and skills, which in turn changes the role of the team leader or manager – employee interactions (Lafley and Charan 2008b; Yang 2008).”
Innovation capabilities and performance: are they truly linked in SMEs? (2019, background): “…to organisational learning (Purcarea et al., 2013; Jiménez- Sensitivity: Internal 2009), knowledge management in organisations (Purcarea et al., 2013; Liao & Wu, 2010), as well as economic and financial performance (Evangelista & Vezzani, 2010; Bowen, Rostami & Steel, 2010; Badawy, 2009).”