Contents -- list of Figures -- Acknowledgements -- Introduction -- 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 -- 02 Confronting gravity -- The real enemy is mindset gravity -- Layers of gravity -- Organization 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.

Confronting gravity -- 03 Take on an orbit-shifting challenge and burn the bridge -- The Ansari X prize -- 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 -- The capability trap -- 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 -- Locked-in mental models -- Ideas, frames and mental models -- Begin by uncovering mental-model boundaries and not with ideation -- Transforming access -- Rediscover the market need -- Redefine the core -- 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 -- Self-projection -- 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 -- 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 the team -- 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 -- The fog in the last mile -- 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 -- Gathering momentum -- At higher altitudes -- The summit is visible -- 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' -- References -- Index.