Chapter
Part I Orbit shifts that created history
01 Orbit shifts that created history
Orbit-shifting innovation
Transforming lives: eliminate needless blindness
Transforming lives: purifying water
Orbit-shifting the industry: the pre-paid revolution
Orbit-shifting the industry: banking the unbanked
Orbit-shifting public services: Community Policing
Orbit-shifting public services: healthcare
Orbit-shifting public services: making the world’s highest railway line
Orbit-shifting public services: transforming a city
Orbit-shifting public services: access to electricity in rural Brazil
Orbit-shifting innovation for inclusive growth
Orbit-shifting innovation to transform the impact on the environment
Redefine and recast innovation
The canvas of orbit-shifting innovation
Democratizing orbit-shifting innovation
Leapfrogging the development curve of a nation
Part II Seeding orbit-shifting innovation
The real enemy is mindset gravity
Organization gravity: entering a new market with the old mindset
Organization gravity: fitting a new opportunity into an existing category
Organization gravity: an orbit-shifting idea or a marketing gimmick?
Industry gravity: from pigs to Snow White
lndustry gravity: leaders from day one
lndustry gravity: creates a smaller box within the given box
lndustry gravity: the regulator breaks boundaries
Domain and sector gravity: ecosystem nexus
Domain and sector gravity: development norms
Domain and sector gravity: the Bottom-of-the-Pyramid gravity
Country gravity: the world’s finest airline
Cultural gravity: cultivates subservience
Cultural gravity: breeds arrogance
Cultural gravity: leads to extinction
03 Take on an orbit-shifting challenge and burn the bridge
From another quiz show to the biggest show
Monetize the non-monetized
The orbit-shifting challenge vs performance goals
Triggering the orbit-shifting challenge
1st trigger: Discovering a positive inflection point
2nd trigger: Designing for extreme conditions
3rd trigger: Turning around a threat
4th trigger: Making an exception the new referencepoint
5th trigger: Rediscovering lost pride
6th trigger: Refusing to accept a sub-optimalequilibrium
7th trigger: Pursuing a cause adjacency
8th trigger: Not targeting the ‘best possible’ butthe ‘theoretical best’
9th trigger: Transforming the input–output equation
Orbit shifters ‘don’t work capability-forward, they work challenge-back’
Burn the bridge: not a commercial,but personal risk
The orbit-shifting challenge: a transformation vehicle, and not a performance goal
Who will pursue the orbit-shifting challenge?
Extra-constitutional commitment
04 Breaking through mental-model boundaries
Ideas, frames and mental models
Begin by uncovering mental-model boundaries and not with ideation
Rediscover the market need
Reframe the market spectrum
Breaking through the sacred sequences
Breaking through the boundary of progression
Breaking through the boundary of resourcing: from scarcity to abundance
Breaking through the boundary underlying an either/or
Transforming the mental model of engagement
Zeroing in on the orbit-shift keystones
05 Orbit-shifting insight
Orbit-shifting insight: beyond technology roadmaps
Orbit-shifting insight: the origin of microfinance
The validation lens: a self-fulfilling prophecy
The validation lens: leads to market categorization
An insight breaks through market categorization
Overcoming the validation lens sparks a new insight
Self-projection arises from outsight rather than insight
Outsight to insight: redefining ‘care-giving’
Outsight to insight with a business client
Orbit-shifting insight needs a mutually reflective dialogue
Going beyond the usual: the orbit-shifting insight spectrum
Lateral insighting to solve unsolved problems
The orbit-shifting insight spectrum in action: orbit-shifting across the six
horizons
Part III Combating dilution in execution
06 Overcoming walls of doubt
Faced with gatekeepers seeking certainty
Beyond gatekeepers: confronting the silo battlefield
Fit-in becomes the default setting
The journey from doubt to confidence:levels of engagement
Enrolling stakeholders: co-building with stakeholders
Rather than trying to convince stakeholders with data, connect them with the new reality
Pre-empt doubt with confidence-building initiatives
Taking stakeholders from an unconditionalNo to a conditional Yes
Enrolling partners: leverage partners generatively rather than reducing them to participative-supplier relationships
Enrolling the frontline: infusing passion inthe frontline implementation team
07 Navigating the fog: overcome daunting obstacles
The next and the next door
Navigating the fog: turn around the never faced before problems
Navigating the fog: attack known and persistent problems with a new lens
Navigating the last-mile fog: complementary innovation
Generative reviews: the orbit shifter’s tool to navigate the fog
Generating new solution pathways: the four Orbit-shift Gears
08 In-market versioning and fissioning
How to ‘make it work’ and not ‘let’s see if it works’
From NovoPen® to NovoLet®
The in-market evolution of M-PESA
The dynamics of in-market versioning: Dainik Bhaskar
In-market versioning, not piloting
Scaling-up the orbit shift: not cascading but fissioning across geographies
Scaling-up across geographies: ‘Ring Back Tones’ (RBT)
Scaling-up as fissioning: GOLD
Part IV Leading orbit-shifting innovation
09 Ascending the orbit-shift mountain
The five orbit-shift thresholds: a snapshot
The five thresholds: integration points and not stage gates
A MultiNational Company’s (MNC’s) stage-gate approach
Scaling the orbit-shift mountain and the stage-gate process: the difference
10 What differentiates orbit shifters?
Attitude towards growth: not the size of the kingdom but the size of the challenge
Attitude towards an orbit-shifting challenge: a direction and not a destination
Attitude towards gravity: not a ‘defender’ but an ‘attacker’
Attitude towards new insight: not validation: ‘seeking answers’ but discovery: ‘quest for questions’
Attitude towards stakeholders: not convincing but tipping stakeholders into
co-ownership
The romance of the vision vs the realism in the execution
Attitude towards execution obstacles: not ‘compromising’ but ‘combating dilution’
Orbit-Shifting Innovation
：The Dynamics of Ideas that Create History
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