ABSTRACT
The originality of the Kwid with regard to the car industry lay in the design of the vehicle made in India with a global ambition. The car industry did not, of course, initiate what the literature calls reverse innovation. Refining the reverse innovation concept, 35 others have sought to examine it in detail by breaking down innovation into various phases and specifying the place, nature, extent, and forms of reverse innovation integration, along with the relationships connecting these different dimensions. The project team was supervised, and the lessons learned at the head office provided the competencies that made intrusive management and fractal innovation possible. To put the new path of the global automotive industry initiated by the Kwid into context, it is useful to recall the challenges faced by internationalization in this sector and its recent acceleration for Renault. The minimum size of a global automotive group has grown from two million, to three million, to five million vehicles.
