Page numbers followed by f and t refer to figures and tables, respectively.

•  
• Access, to low-end innovations, 132–133
• Active resistance, 26
• Adaptations, defined, xii. See also specific examples
• AECS, see Aravind Eye Care System
• Amabile, T. M., 16
• Amazon, 50
• Ambiguity, 124, 175–176
• Anxiety, 22, 53–54
• Apple, 44, 50, 55
• Apprenticeships, 31
• Aravind Eye Care System (AECS), 155, 156, 158–163
• Arthur Andersen, 76
• Attribute association, 45–46
• Aurolab, 161–162
• Autonomy, 180
• Avon, 132, 156
• Ayondo Markets, 47

•  
• Background research, on market, 146–147
• Bangladesh, 144, 171
• Bangladesh Rehabilitation Assistance Committee, 155–156
• Barton, Dominic, 76–77
• Behaviors, anti-knowledge-sharing, 23–27
• BlackBerry, 55
• Boo, K., 178
• Bottom-of-pyramid (BoP) customer segment, see Emerging markets
• Branding, purpose-driven, 162–163
• Buckley, 46
• Business strategies, inclusive, 157–163
• BuzzFeed, 49

•  
• Cambodia, 144–151
• Caretta, 32
• Carlile, P. R., 23
• Chesterton, G. K., 168
• Clarity seeking, 40, 49–50
• Clorox, 55–56
• Coca-Cola, 49, 55
• Collaboration, 110–111, 112t, 115, 152
• Collaborative prototyping, 31
• Coming closer stage, 28, 28t
• Commercial needs, see Sustainability constraints
• Communication, 98, 101
• Communication Practices, in VTM, 99, 103–107, 104f, 115
• Communities of practice, 179
• Component substitution and sourcing, 127
• Consumers, 124, 128–129. See also Psychological constraints of consumers
• Consumer management, 40
• Contextual ambidexterity, 126
• Cooper, R. G., 140
• Cooperation, 64
• Corporate sustainability agendas, 13–15
• Cost reduction, 126–127
• Creative thinking, 131–132, 131f
• Creativity:
  • constraints as enablers of, 9–11, 10f
  • corporate sustainability agenda and, 14–15, 15f
  • in innovation process, 6–8, 8f
  • for virtual teams, 110–111
• Cross-purposes, talking at, 24
• Culture, 124–126

• “Curse of knowledge” bias, 11

• Customers, 1, 2–3
  • for low-end innovations, 124

•  
• Dacia, 126, 127
• Delivery models and processes, 127, 162
• Dell, 132
• Designaffairs, 51
• Design Thinking workshops, 68
• Developed markets, 142, 143f
• Dewey & LeBoeuf, 76
• Disabling activities, in NPD process, xvi
• Dispersion, on virtual teams, 97, 98
• Diversity, in virtual teams, 105–107, 115
• DollarShaveClub.com, 133
• Dow Corning, 132
• Dropbox^TM, 110

• 80/20 listening, 116

• Email communication, 104–105, 115
• Emerging markets, 155–164
  • delivery models in, 162
  • inclusive strategies in, 157–163
  • internalizing resources in, 161–162
  • market/innovation constraints in, 156–157
  • purpose-driven branding in, 162–163
  • relationships with intermediaries in, 160
  • social embeddedness of strategies in, 160–161
• Emotions, constraints based on, 51–55
• Emotional resilience, 54–55
• Empathic design, 152
• Employees, 1, 2
• Engagement, in virtual meetings, 108–109
• Engineers Without Borders, 142, 145
• Environment, for Innovation Think Tank, 71
• Expertise, of professionals, 77
• External cooperation, 64

•  
• Failure mode analysis, 148, 149f
• Fairphone, 55
• Feedback, 72–73, 129–130
• Feminized labor, 171
• Field research and testing, 147–148, 152
• Fiji, 172, 173–175

• “First Kiss” campaign, 53–54

• FISHstep program, 79–80
• Fly-on-the-wall ethnography, 147
• Follower tendency, 42–44
• Freedom, for innovative thinking, 67–68
• Fuzziness boundary, 22, 29
• Fuzziness constraint, 124

•  
• Gatekeepers, partnerships with, 133–134
• Gender-related constraints, 169–173, 170t
• General Electric (GE), 121, 127, 156
• George Washington University, 81–83
• Getting to work stage, 34
• Goals, 64, 88–89, 101, 102, 169f
• Google Glass, 42
• Grameen Bank, 155, 156

•  
• Healthcare market, in India, 156–157, 157t. See also Emerging markets
• Heinz, 49, 50

• “Hide-and-seek,” playing, 25

• High-volume scaling, for low-end innovations, 127–128
• Hindustan Unilever Limited, 144, 172–173
• Hoegl, M., 102
• Home Depot, 132
• Honda, 130
• Hornbach, 51

• “How I am” constraints, 41–46, 43t
• “How I feel” constraints, 51–55, 52t
• “How I think” constraints, 47–51, 48t

•  
• I-am-not-an-innovator boundary, 23, 26, 32
• I-Corps, 89
• Identification, in stakeholder model, 133
• Identifying “your” innovation practice stage, 28–34
• IKEA, 51
• Immersion experiences, 152, 178
• Implementation:
  • balancing creativity and, 7–8, 8f
  • constraints as enablers of, 11–12
  • of innovation support function, 88–91, 88f
  • of knowledge-sharing practices, 34
• Incentives, for innovation support, 90–91
• Inclusive strategies, of social enterprises, 157–163, 159t
• India. See also Emerging markets
  • healthcare market in, 156–157, 157t
  • new products in, 144
  • women market traders in, 171–173
• Individual constraints, xv, 2–3, 2f. See also specific types
• Individual leadership, 100–101, 114–115
• Indo-Fijian market traders, 173–175
• Information technology, 179–180
• Infrastructure, 64–65, 81–83
• Initiation and Structure, in VTM, 99–103, 114–115
• Innovation:
  • challenges to, xii–xiii, xiiif
  • constraints as enablers of, 9–13
  • factors in successful, xi–xii
  • in professional service organizations, 76–77
  • role of professionals in, 77–78
  • rule breaking with, 168–169
  • uncertainty in, 6–8, 8f
• Innovation barriers, xii
• Innovation champions, 77, 77f, 87
• Innovation constraints:
  • defined, xii
  • in emerging markets, 156–157
  • identification of, 63–70
  • and NPD process, xiv–xv
  • occurrence vs. effect for, xv–xvi, xvif
  • structure of, 63f
• Innovation failures, xi, xii, 80
• Innovation Institute, 83–85
• Innovation practice, identifying your, 28–34
• Innovation projects, supporting, 69–70
• Innovations in Telemedicine, 85
• Innovation support function, 85–91
• Innovation Think Tank, 68, 70–73
• Innovative action, restriction of, 65
• Intangibility, of professional services, 78
• Integration, in stakeholder model, 134
• Interaction, in stakeholder model, 133
• Interests:
  • boundaries of, 20, 22–23, 25–26, 27f
  • reframing, 32
• Intermediaries, 150,160. See also specific types
• Internal cooperation, 64
• Internal resources, 161–162
• Intersectional constraints, 175–176
• Iteration processes, in NPD, 129–130

•  
• Juicy Juice, 55

•  
• Knowledge, restructuring of, 7
• Knowledge Management, in VTM, 100, 110–112, 115
• Knowledge sharing, 19–35
  • Coming closer stage in, 28, 36
  • Getting to work stage in, 34
  • Identifying “your” innovation practice stage in, 28–34
  • process for improving, 23–24
  • Tracing hints stage in, 24–27
  • in virtual teams, 109, 109t, 111, 113
• Knowledge-sharing boundaries:
  • identifying types of, 28, 28t
  • mechanisms for crossing, 30f
  • types of, 20–23, 21f
• Kornacki, M. J., 89
• Kristal, Phyllis, 79–80
• Kristiansen, Kjeld Kirk, 11

•  
• Language, communication and, 29, 105–107, 115
• Latin America, 171
• Leadership:
  • individual, 100–101, 114–115
  • in VTM, 100, 112–113, 112t, 116
• Lean new product development, 95–97, 96t
• Learning, in Innovative Think Tank, 71
• Leary, Michael, 125, 133
• LEGO, 11–12, 34, 53
• LEGO Serious Play, 31, 33, 34
• Lessons learned reviews, 111, 115
• Lidl, 45, 46
• Lions Aravind Institute of Community Opthalmology, 161
• Listening, 116
• Location, of virtual meetings, 107–108
• Low-end innovations, 121–137
  • access to, 132–133
  • capability development for, 134–136, 134f–136f
  • constraints for, 122–124
  • cost reduction for, 126–127
  • and culture/management commitment, 124–126
  • high-volume scaling for, 127–128
  • importance of, 122
  • market feedback in product development for, 129–130
  • partnerships to support, 133–134
  • as total solutions, 130–132
  • understanding consumer needs for, 128–129

•  
• McDonald's, 46, 131, 132
• Mad cow disease, 54
• Management commitment to low-end innovations, 124–126
• Manufacturing processes, reducing costs in, 127
• Market constraints, xv, 119, 124, 156–157. See also specific types of markets
• Market feedback, 129–130
• Market immersion, 152, 178
• Market traders, see Women market traders
• Martín, Vaquero, 133–134
• Meetings and Protocols, in VTM, 99, 107–109, 115
• Merchant relationship managers, 172–173, 177–180
• Merton, Robert K., 168
• Metro Group, 132, 133
• Microsoft, 50
• Microsoft Project^TM, 110
• Microsoft SharePoint^TM, 110
• Mindjet^TM, 110
• Misdirection, by market traders, 175–176
• Monsanto, 53
• Mosquito Magnet, 128
• Motivation, 66
• Motorola, 42, 44
• M-PESA, 122
• Myanmar, 150

•  
• Narayana Health, 155, 156
• Needs, consumer or user, 128–129, 142–151
• Networking, 72
• NewProd study, xi
• New product development (NPD) process:
  • impact of constraints on, xiv–xvi
  • innovation constraints exterior to, xiv–xv
  • lean, 95–97, 96t
  • for low-end innovations, 123t
  • market feedback in, 129–130
  • for professional service organizations, 85–86, 86f
  • standard/traditional, xiii–xiv, xivf, 96t, 123t, 140
  • for underresourced markets, 151–153
• New service development:
  • defining process for, 89–90
  • efficiency of, 81–83
  • innovation support function for, 89
  • need for, 76–77
  • project selection for, 83–85
  • time commitment for, 76, 79–81
• Norma (restaurant), 9
• Norwegian University of Science and Technology (NUST), 144–145
• NPD process, see New product development process

•  
• Operational autonomy, 180
• Operational restrictions, 66–67
• Organizational ambidexterity, 125–126
• Organizational constraints, xv, 59–73. See also specific types
  • about, 59
  • common manifestations of, 67–70
  • empirical research on, 62
  • identification of, 63–70
  • and Innovation Think Tank, 70–73
  • recognizing symptoms of, 63–65
  • understanding causes of, 65–66
• Organizational structure, in VTM, 99–103, 114–115
• Overstock.com, 47

•  
• Pakistan, 171
• Participation, in virtual meetings, 108
• Partnerships, 133–134, 142–150
• Pepsi Cola, 40, 49, 50
• Performance monitoring, 90
• Personality traits, consumers', 40, 41
• Petrochemical industry, virtual team in, 98–99
• Philips, 133, 156
• Picture Cook (Shelly), 49
• Pigeonhole thinking, 47, 49
• Policy autonomy, 180

• “Possum,” playing, 26, 32

• Power, loss in, 22
• Pragmatic boundaries, see Interests, boundaries of
• Prahalad, C. K., 168
• Prevention focus, consumers with, 44–45
• Procter & Gamble, 127, 129
• Product development process, defined, xiii
• Professionals, in innovation process, 77–78
• Professional service organizations, 75–92
  • defined, 75
  • innovation in, 76–77
  • innovation support function for, 85–91
  • NPD model for, 86, 86f
  • role of professionals in innovation process, 77–78
  • time as constraint in, 78–85
• Promotion, of Innovation Think Tank, 72
• Proserpio, L., 102
• Protein World, 55
• Protos plant oil stove, 144
• Prototypes, 31
• Psychological constraints of consumers, 39–57, 41t
  • and consumer management by firms, 40
  • defined, 41
  • emotion-related, 51–55
  • self-identity related, 41–46
  • thinking-related, 47–51
  • uncovering, 55–57
• Purpose-driven branding, 162–163

•  
• Quality standards, in virtual teams, 115
• Questions, for identifying sustainability constraints, 12–13, 12t

•  
• Redzepi, René, 9
• Reframing interests, 32
• Rejection, of ideas, 68–69
• Renault, 126–127
• Resilience, emotional, 54–55
• Rice cooker project, in Cambodia, 145–151
• Role-playing, as field research, 147–148

• “Rolling the money,” 171

• Rule breaking, 167–169
• Ryanair, 121, 125, 133

•  
• Samsung, 54
• Sankara Nethralaya, 158, 160, 161
• SAPPHO study, xi

• “Saving face,” 150

• Scaling, 77–78, 127–128
• Self-efficacy, 50–51
• Self-identity, consumers', 41–46
• Semantic boundaries, see Understanding, boundaries of
• Service organizations, see Professional service organizations
• Shared goals, of virtual teams, 101, 102
• Shelly, Katie, 49
• Siliguri eye hospital, 158–160
• Silversin, J., 89
• Simplification, 127
• Site visits, 113, 115
• Skills, organizational constraints and, 65–66
• Skype, 122
• Social class, constraints related to, 173–175
• Social embeddedness, 160–161
• Social enterprises, 155, 157–163
• Social needs, see Sustainability constraints
• Societal goals, means and, 169f
• Solo attempts, 26
• Sony, 44
• Southwest, 121
• Stage-Gate^TM Process, xiii–xiv, xivf, 140, 146
• Stakeholders, partnerships with, 133–134, 150
• Steamz, 45
• Strategic goals, 88–89
• Strategic restrictions, 66
• Structural ambidexterity, 125–126
• Subsistence markets, 168, 169. See also Women market traders
• Subway (company), 46
• Sustainability constraints, 5–17
  • corporate sustainability agendas, 13–15
  • and creativity–implementation balance, 7–8
  • defined, 5
  • as enablers of innovation, 9–13
  • negative effects of adopting, 15–16
  • and uncertainty 4, 6–7
• Systems engineering, 115

•  
• Target, 45, 46
• Target market studies, 55–57, 56t
• Tata, 127
• Team formation, virtual, 101, 103, 103t, 115
• Technology, 101–102, 108, 179–180
• Telemedicine, 81–83
• Telenor, 156
• Terminology boundary, 22, 25, 31
• Tesla, 45
• Thinking processes, constraints related to, 47–51
• Thomson Reuters, 114–116
• Time:
  • in Innovative Think Tank, 71
  • for new service development, 76, 79–81
  • for virtual meetings, 107–108
• Time constraint,:
  • alleviating, 87–88
  • in professional service organizations, 76
  • understanding, 78–85
• Total solutions, low-end innovations as, 130–132
• Tracing hints stage, 24–27, 27f, 27t
• Training, 178–179
• Trait anxiety, 53–54
• Trajectory boundary, 23, 25, 31–32
• Translators, 31
• Tunsai water filtration device, 144

• 2bAHEAD Think Tank, 22

•  
• Unbalanced mental model boundary, 22, 31
• Uncertainty, 2, 6–8, 8f, 14–15, 15f, 176
• Underresourced markets, 139–153
  • adapting NPD process for, 151–153
  • defined, 139
  • designing for, 140–142, 149
  • knowledge about users and partnerships in, 142–149
  • research on, 141t
  • rice cooker project in, 145–151
  • in traditional NPD process, 140
  • understanding, 150–151
• Understanding, boundaries of (semantic boundaries), 20–22, 24–25, 27f
• Unilever, 156
• United States, social class in, 173
• Users' needs, in underresourced markets, 142–151

•  
• Venkataswamy, Govindappa, 158
• Virtual teams, 95–116
  • communication challenges in, 98
  • effective/successful, 98–100, 114
  • lean NPD with, 96–97
  • traits of, 97
• Virtual team model (VTM), 98–116, 99f
  • Communication Practices in, 103–107
  • Initiation and Structure in, 100–103
  • Knowledge Management in, 110–112
  • Leadership in, 112–113
  • Meetings and Protocols in, 107–109
  • in petrochemical industry, 98–99
  • at Thomson Reuters, 114–116
• Volkswagen Group, 45, 125, 128
• VTM, see Virtual team model

•  
• Walmart, 14, 45–46, 127
• Wix.com, 51
• Women market traders, 167–181
  • adaptations for, 177–180
  • class-based constraints for, 173–175
  • gender-based constraints for, 169–173
  • intersectional constraints for, 175–176
  • rule breaking by, 167–169
• Work structure, in Innovative Think Tank, 71

•  
• Zofi, Y., 97