Business Model Intellectual Capital Management Prahalad 
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. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.
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. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.
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