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Competitive Advantage from the Bottom of the Pyramid

LDRLB

Prahalad , the brilliant management guru. Instead, Prahalad introduces a new framework, the 4 As – Awareness, Access, Affordability and Availability. LG has focused on Brazil’s BoP based on Prahalad’s 4As framework while managing to navigate Brazil’s complex corporate and political network – an intricate “Keiretsu”.

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Book Review: Multipliers

LDRLB

The things they discuss in the book are concepts that I’ve been teaching for over a decade in my leadership and organizational behavior classes, which means others were talking about them well before that. Prahalad, who I consider a giant among management thinkers. Despite its flaws, it is a good book.

Review 68
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How to Terminate a Great Performer in a Tough Economy

Marshall Goldsmith

Aside from the good business logic, this just shows that you have class as a human being. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. You never know, that person you are terminating today may end up becoming your customer, partner or even boss. Times change. Call them on the phone.

Prahalad 105
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Demonstrating the Entrepreneurial Spirit

Marshall Goldsmith

o Become a world expert As intimidating as this sounds, achieving serious "world-class" expertise may not be as daunting as you might believe. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. You can also do this at your present job: What should be done that isn't? Life is good.

Ulrich 134
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Self-Confidence and Success

Marshall Goldsmith

had graduated in the bottom half of their medical school class. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. may be the most delusional. I once told a group of doctors that my extensive research had conclusively proven that half of all M.D.s Life is good.

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The Guru's Guide to Creating Thought Leadership

Harvard Business Review

I list these below as a guide for anyone — from bloggers, to academics, to strategy consultants — looking to produce world-class thought leadership. So what did Hamel and Prahalad add? Hamel and Prahalad combined the old resource view with an emphasis on differentiation, made popular in the 1980s by Michael Porter.

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Businesses Serving the Poor Need to Get Over Their Unease About Profit

Harvard Business Review

Prahalad and his colleagues more than a decade ago in a series of articles and books, and it has stuck in the minds of businesspeople, policy makers, and nonprofits despite results that can only be described as dismal. Prahalad's brilliance and persuasiveness certainly had something to do with it. It's practically the law of the land.