Georges Haour - IMD Business School
Georges Haour - IMD Business School

Georges Haour

Professor Emeritus of Technology and Innovation Management

Georges Haour is Professor Emeritus of Technology and Innovation Management. He specializes in management of innovation and technology commercialization. In the UK, he was associated with the Cambridge-based incubator-innovator Generics (now Sagentia) and helped launch the Ipswich-based BT incubator Brightstar. He frequently acts as an adviser to firms/organizations on effective R&D and innovation management as well as technology commercialization for growth and job creation and innovation in China. An in-demand public speaker, he frequently delivers keynotes at conferences.

He regularly travels to China, Japan, and Singapore, and has a special interest in China’s vibrant innovation scene, where the activity on mobile internet compelled him to engage in projects on the digital revolution. One project, 5G Pagoda, includes Japanese companies such as Hitachi, NEC, and KDDI alongside European ones. Another project, Digital Agora, deals with e-health, bridging Switzerland and Shanghai.

Innovation is an all-pervasive notion in our times. What we need is effective and responsible innovations. Furthermore, although technical innovation is indeed a powerful enabler in creating value, we desperately need non-technical, conceptual innovations in order to implement systemic change in dealing with the substantial issues faced by the world.

Born and raised in Lyon, France, Haour graduated from Paris’ higher engineering school ENSCP-Paristech. He has a Master of Sciences (New York) and a PhD in chemistry and materials science from the University of Toronto, Canada.

Prior to joining IMD, he spent nine years leading a business unit in Battelle, Geneva, carrying out innovation projects funded by multinational companies, many of which were in Asia. He hired professionals from six countries and significantly grew his unit’s sales above €4 million per year. Several of his eight patents, licensed to firms, resulted in new business for the client companies.

Earlier, he was a researcher at ATT’s Bell Laboratories, in Murray Hill, New Jersey. In Toronto, he worked with Marshall McLuhan – known for phrases such as “the Gutenberg galaxy”, “understanding media”, and “the global village” – at his Centre for Culture and Technology.

Author of more than 100 publications, Haour has written several books on creating new activities and jobs through effective innovation, including Resolving the Innovation Paradox: Enhancing Growth in Technology Companies (2004), and From Science to Business: How Firms Create Value by Partnering with Universities (2011) which focuses on the difficult process of effectively transferring knowledge and technology to firms.

His book Created in China: How China is Becoming a Global Innovator (2016) argues that China, the world’s manufacturing powerhouse, is diligently shifting to higher value activities. Documenting this momentous transition, the book concludes that, barring major mishaps, China will be one of the world’s major sources of innovations within 10 years or so, particularly in the area of the digital internet, where it is already a leader. The Chinese version of the book was published in 2017.

In 1989, Haour founded the annual International Forum for Technology Management (IFRM), which is held in cities such as Paris, Istanbul, Kyoto, and Shanghai (at Tongji University). For years, he was on the jury of the Innovation Award of The Economist. In Basel, in 2006, with Dr. Fritz Bühler, formerly with Roche, he founded the ECLE executive course for managers from the healthcare sector. He is on the board of several organizations, including three startups and an investment fund.

Academic publications
Book Chapter
The crucial human factor in innovation

Drawing from learnings gained from practice, as well as from studying the process of innovation, the author concludes that, by far, the success of an innovation project is essentially a function of...

China Technology Management Talent Management
1 January 2019
Book
From science to business: How firms create value by partnering with universities

In today's knowledge-based society universities and firms must learn to engage more effectively. Universities focus on generating new knowledge, while firms are increasingly drawing on external col...

Strategy Organizational Learning
1 January 2011
Book Chapter
Accelerate your business development: Learning from incubators to help new entrepreneurial intitiaves succeed

Taking a business idea and transforming it into a commercially successful venture is fraught with hurdles and pitfalls. In today's hypercompetitive business environment, firms must implement projec...

Strategy
26 September 2008
Book Chapter
Leverage global resources: The Infosys way

A new breed of companies from emerging economies is becoming important across the globalized world. Among the star players is the Indian company Infosys, which has pioneered and perfected the conce...

Emerging Market Global Business
2 November 2007
Book Chapter
Partner to succeed: How partnerships with start-ups provide inspiration and innovation

How can companies keep up with the pace of change? One solution may be to tap into the innovations of start-ups by partnering with them. And in their search for a partner, corporations may have to ...

Strategy Start-up
30 October 2007
Book Chapter
Various dimensions of complexity in effectively managing the innovation process - the role of China

Technological innovation is a key engine for value creating. The hypercompetitive world, however, requires novel approaches for the innovation process to be more effective. Distributed innovation i...

China Emerging Market Global Business
16 April 2007
Book Chapter
Program scripting

A great script is one that generates a defining experience for the participants, a series of emotional highs associated with relevant learning.

Organizational Learning Digital
1 January 2005
Book
Resolving the innovation paradox: Enhancing growth in technology companies

Innovating is central to the success of technology companies. The CEOs of these companies must make a priority of ensuring that technical know how is effectively converted into value. The paradox i...

Growth Technology Management
1 January 2004
Programs