Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. So how do you sell a more expensive economy car, especially one with an unfamiliar, unproven technology? Too often I find that companies don't have a clear enough sense of why they do what they do. in a new way.

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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K. 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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K. Architecture.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

OCTOBER 20, 2011

DuPont sent Donaldson Brown, a promising engineer-turned-finance staffer, to Detroit to sort things out, and sort them out he did. Similarly, production engineers treated their factories royally and their labor as expendable, until unions and labor laws intervened. Therefore: who needs new technology more than the poor?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12