https://www.youtube.com/watch?v=xGssufwY4O4

https://www.youtube.com/watch?v=xGDKO_3F-xQ

https://www.youtube.com/watch?v=idy8mFnwb3o

https://www.youtube.com/watch?v=bvjvo6M2zRI

https://www.youtube.com/watch?v=yAFSRq-NYTY

https://www.youtube.com/watch?v=CIp7TR2R4gg

1. From the "Radical Innovation: Managing the Unmanageable" video, did the comment by Kimberly Wagner (at approximately 3:51) about firms in the healthcare industry being "by definition, breakthrough radical innovators" surprise you? Why or why not? Why do you think firms in the healthcare industry have recently "dropped off" the list? What industries (or firms) do you typical think of as being radical innovators?
2. What are some of the reasons that both technology improvement and technology diffusion exhibit s-shaped curves?
3. After reading the opening case "Innovating in India: The Chotukool Project", (from pg. 45) answer the following questions:
4. 1. What were the pros and cons of attempting to develop a refrigerator for India's rural poor?
   2. What product and process innovations did the Chotukool entail? Would you consider these incremental or radical? Architectural or component? Competence enhancing or competence destroying?
   3. Is there anything you think Godrej should have done differently to penetrate the market of rural poor families in India?
   4. What other products might the lessons Godrej learned with Chotukool apply to?

4. Are dominant designs good for consumers? Competitors? Complementors? Suppliers?