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Why do established companies struggle to innovate for emerging markets? The biggest barrier may be the organization’s own dominant logic. Its systems, processes, incentives, and capabilities were often built to create premium products for customers in wealthy countries—not solutions shaped by the constraints and needs of developing markets. In a recent HBR IdeaCast episode, Vijay Govindarajan explains why succeeding at reverse innovation requires leaders to challenge the assumptions embedded throughout the organization. Listen here: