New Releases by Chris Trimble

How Physicians Can Fix Health Care: One Innovation at a Time Professor Chris Trimble Dartmouth College Penicillin, wonder drug of the 1940s, delivered a dramatic double win. It improved medical outcomes and simultaneously slashed costs. Today''s cheap and curative elixirs, however, are not pills. They come instead in the form of innovations in the way care is delivered. Fee-for-service medicine has stood as a formidable barrier to these innovations for decades. Now, thanks to the ongoing transition to value-based payments, there are tens of thousands of opportunities for dramatic double wins. They are found in every hospital, in every clinic and in every medical condition. Policymakers have done their part. The rest is up to innovators on the front lines. Innovators will emerge from every health profession. There will be little progress on the largest opportunities, however, without one essential ingredient: physician leadership. For years, many physicians have felt like mere captives in the game of fixing health care. Physicians are no longer pawns, they are prime movers. A groundswell of physician innovators, determined to rebuild care one step at a time, is exactly what the system needs. The innovations that have the greatest potential are of a certain minimum size. They are characterized by the creation of small multidisciplinary teams - a few people to a few dozen - that are dedicated full time to a single effort to redesign care from scratch for a particular patient population. They deploy providers in nontraditional ways. They sometimes invent entirely new roles and team structures for health care delivery. How Physicians Can Fix Health Care: One Innovation at a Time is the essential step-by-step guide for physician innovators, their teams and the senior leaders in their organizations. Chris Trimble has dedicated his career to studying innovation inside of established organizations. This is his sixth book.

India is home to one of the world''s largest populations without electricity access. Traditionally, the Government of India has extended rural electrification using two instruments: consumption subsidies and free connections to households below the poverty line (BPL). This study centers on subsidies for electricity consumption, examine their size, frequency, and distribution to households. It uses poverty as a lens through which to focus more closely on these concepts, asking such questions as how well subsidies are targeted to BPL households. The study findings demonstrate that subsidies cover 87 percent of all electricity consumed by India''s households. Furthermore, residential subsidies are large compared to the cost of electricity and the small cross-subsidy amounts taken from non-subsidized residential consumption. Moreover, the vast majority of electrified households receive a net subsidy on their electricity consumption. About 87 percent of subsidy payments go to households living above the poverty line (ABL) instead of to the poor, and over half of subsidy payments go to the richest 40 percent of households. The key factor driving this outcome is tariff design. Only some states have highly concessional BPL tariffs. In most states, tariffs for the non-poor are subsidized nearly as much as BPL tariffs. Because non-poor households consume significantly more electricity than poor households, they are eligible for significantly higher subsidies. Owing to the relatively low access rate among poorer households, many of them are unable to take advantage of tariff subsidies.

Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the world''s best idea still faces a devilish challenge: it must build the business of tomorrow without endangering the business of today.

A parable by The New York Times bestselling authors of Reverse Innovation: how to make innovation happen, with lessons for any business big or small

In Eastern Europe and Central Asia there are significant pressures for residential energy tariffs to rise, as government budgets are increasingly stretched and cannot afford to pay large energy subsidies. Further pressures for tariffs to rise come from environmental concerns, as the tariff levels that households now face do not cover the social costs of energy production. Because reforms that would increase energy tariffs are likely to affect significantly the poor and the middle class, their political feasibility may be questioned unless appropriate ways of cushioning the impacts can be devised. Balancing these competing claims—fiscal and environmental concerns on the one hand, affordability and political economy concerns on the other—is a task that policy makers in the region are increasingly unable to put off. While challenging, the reforms needed for this balancing act can build on much that has been learned in the last decade in terms of improving the effectiveness of social assistance systems and increasing energy efficiency. This report suggests that a policy agenda that focuses on cutting subsidies to the energy sector, while investing in energy efficiency and supporting households at the bottom of the distribution, amounts to a new wave of policy reforms for the energy sector in transition countries. The feasibility of such an integrated policy agenda and the ability of these policies to balance the competing claims of fi scal responsibility and social concerns are explored through different policy scenarios, which, in their simplicity, help clarify the parameters of the policy choices many countries ECA are facing. This report is a part of a series of 3 regional reports. The series includes “Growing green: The economic benefits of climate action in Europe and Central Asia”, “Balancing act: Cutting energy subsidies and protecting affordability” and “Lessons learned from energy efficiency success cases”.

This report discusses patient preference and challenges the NHS to stop ''the silent misdiagnosis'' and take more account of patient preferences. It argues that by doing so it will improve not only the service offered to patients but also the performance of the health system as a whole.

A New York Times, Wall Street Journal, USA Today, Amazon Bestseller Reverse Innovation is the new business idea everyone is talking about. Why? Because it presents the blueprint for scaling growth in emerging markets, and importing low-cost and high impact innovations to mature ones. Innovation is no longer the exclusive domain of the Silicon Valley elite. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are changing—and if you want your firm to survive, you’d better pay attention. The gap between rich nations and emerging economies is closing. No longer will innovations travel the globe in only one direction, from developed to developing nations. They will also flow in reverse. CEOs of the world’s most influential companies agree and have cited Reverse Innovation as their playbook for the next generation of global growth. Authors Vijay Govindarajan and Chris Trimble of the Tuck School of Business at Dartmouth explain where, when, and why reverse innovation is on the rise and why the implications are so profound. Learn how to make innovation in emerging markets happen and how such innovations can unlock even greater opportunity throughout the world. You’ll follow some of the world’s leading companies (including GE, Deere & Company, P&G, and PepsiCo) through stories that illustrate exactly what works and what doesn’t. If you’re in a Western economy, you need to accept that the future lies far from home. But the idea is not just for Western audiences. If innovation is at the heart of your company or your career, no matter where you practice business, Reverse Innovation is a phenomenon you need to understand. This book will help you do that.

In their first book, Ten Rules for Strategic Innovators, the authors provided a better model for executing disruptive innovation. They laid out a three-part plan for launching high-risk/high-reward innovation efforts: (1) borrow assets from the existing firms, (2) unlearn and unload certain processes and systems that do not serve the new entity, and (3) learn and build all new capabilities and skills. In their study of the Ten Rules in action, Govindarajan and Trimble observed many other kinds of innovation that were less risky but still critical to the company''s ongoing success. In case after case, senior executives expected leaders of innovation initiatives to grapple with forces of resistence, namely incentives to keep doing what the company has always done--rather than develop new competence and knowledge. But where to begin? In this book, the authors argue that the most successful everyday innovators break down the process into six manageable steps: 1. Divide the labor 2. Assemble the dedicated team 3. Manage the partnership 4. Formalize the experiment 5. Break down the hypothesis 6. Seek the truth. The Other Side of Innovation codifies this staged approach in a variety of contexts. It delivers a proven step-by-step guide to executing (launching, managing, and measuring) more modest but necessary innovations within large firms without disrupting their bread-and-butter business.

Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That''s what makes emerging high-growth industries so attractive. Although they lack a proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough. But constructing tomorrow''s businesses while simultaneously sustaining excellence in today''s, demands a delicate balance. It is a quest fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday''s successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed. The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. Ten Rules for Strategic Innovators is every leader''s guide to execution in unexplored territory.