Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. When combined with a smart marketing campaign, the car became a symbol of the whole environmental movement. Too often I find that companies don't have a clear enough sense of why they do what they do.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Almost 25 years ago in the pages of HBR , C.K. Managers assess performance. Architecture.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Almost 25 years ago in the pages of HBR , C.K. Managers assess performance. Architecture.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. (GM DuPont sent Donaldson Brown, a promising engineer-turned-finance staffer, to Detroit to sort things out, and sort them out he did.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12