Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. They prove that the most economically disadvantaged people on the planet create a great market for social entrepreneurs – AND provide a terrific testing ground for innovation and cost control. The lamp becomes a ladder out of poverty. About the Author.

Productivity 50

Productivity Products Prahalad Open-book 50

Harvard Business Review

NOVEMBER 14, 2011

Who is the most influential living management thinker? That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. But, celebrating the very best new thinking in management matters for three reasons. Second, management matters. It's a fair question.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

FEBRUARY 18, 2013

A fellow business leader complained the other day that although he had repeatedly sought feedback, his team had never told him what they really thought about his management style. Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Two decades ago, the late C.K.

Power 15

Power McTaggart Prahalad Hamel 15

Harvard Business Review

JUNE 13, 2012

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.

Microfinance 13

Microfinance Prahalad Bottom-up Banking 13

Harvard Business Review

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. The company, Prahalad tells the CEO, is simply too complex and diverse. But no one would seriously argue that the company’s efforts were determined by a “customers-in” rather than a perceived “competencies out”approach.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

DECEMBER 1, 2010

However over the past few years many companies have transformed themselves from bad guys into champions of social change and ecological consciousness. The transformation that GE, Nike, and other leading companies have made goes beyond repairing tarnished images or reversing past sins. Prahalad called the bottom of the pyramid.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

NOVEMBER 23, 2012

This outdoor clothing and gear company partnered with eBay on a new initiative. Although this seems counterintuitive to corporate leaders charged with top line growth, they demonstrated an Innovation Management best practice called "Systemic Authenticity.". Yes, you read that correctly: they wanted people to buy less stuff.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

JUNE 12, 2013

Her confession was blurted out in the midst of our first conversation about the new digital marketing strategy which we would eventually advise them on: "You know, I don''t think I believe in segmentation anymore." In others, marketers were still adamant that segmentation was the only way to go, but couldn''t explain its benefits.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

FEBRUARY 14, 2011

There is a danger that even after dealing with the crisis, managers will continue to give short shrift to their nonmarket and other fundamental corporate choices. Managers often think about strategy in narrow terms, engaging consultants to advise on such questions as divisional structures and the restructuring of reporting lines.

Strategy 13

Strategy Politics Short-term Long-term 13

The Horizons Tracker

SEPTEMBER 15, 2020

This is because not only are most new jobs likely to come from new young companies, but startup jobs are also easier and cheaper to save via government support. The competitiveness of emerging markets was underlined by the recent World Competitiveness Rankings , from IMD Business School, which saw smaller economies dominate the rankings.

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? The ability to do that rose to a new level in 1917, when General Motors was in financial difficulty and DuPont took a major position in the company. (GM Now we need managers to shift from a mindset of optimizing an equilibrium to adapting to and capitalizing on a dynamic business ecology.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12