Marshall Goldsmith

OCTOBER 10, 2011

Q: Our company is about to be acquired. Do you have suggestions for professionals in acquired companies? A: The standard PR hype that goes with an acquisition sounds something like this, "We are so impressed with management and the direction of the company that we are acquiring that we have no interest in changing them.

Advice 105

Advice Prahalad PR Loyalty 105

Marshall Goldsmith

OCTOBER 31, 2011

Challenge yourself to recognize that the behavior that you feel is most important for the company may really be the behavior that is most important for you. Your successor is going to manage your organization in the future - not you. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14.

Prahalad 127

Prahalad Objective Survey Participative 127

Marshall Goldsmith

AUGUST 1, 2011

Q: Our company has had a terrible year because one of our divisions completely tanked. Even though their dismissal may not be your fault, you are still the visible representative of the company. Don't sell out the company or your fellow co-workers. Do you have any suggestions on how to best handle this tough situation?

Prahalad 105

Prahalad How To Guidelines Class 105

Marshall Goldsmith

JULY 18, 2011

Why I realize we cannot all be entrepreneurial in the sense that we can't all start our own companies, I believe we can all be entrepreneurial in terms of how we approach our own careers. He is the founder of GMR Infrastructure, which is now a large infrastructure company in India. The same can be true for individuals. Life is good.

Ulrich 134

Ulrich Hersey Prahalad Mission Statement 134

Eric Jacobson

MAY 7, 2018

For instance, while buyers most want to talk about : What my company is trying to achieve with the purchase The reasons my company needs to make the purchase My company’s overall goals … sellers most want to talk about : Pricing How the product/service works (a product demo) So, if you sell, you need to read this book.

Ramaswamy 50

Ramaswamy Open-book Prahalad Bottom-up 50

Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. As of February 28, 2013, the company claims: 13,638,438 “lives empowered”. Located in economically depressed Yonkers, NY, the company was the first in New York State to achieve B Corp certification. The lamp becomes a ladder out of poverty.

Productivity 50

Productivity Products Prahalad Open-book 50

Marshall Goldsmith

FEBRUARY 8, 2018

Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. Co-author: Predictable Magic.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

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

NOVEMBER 13, 2012

Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. For example, a British study showed the precise ways in which management gurus in the 1980s U.K.

Prahalad 15

Prahalad Hamel Core Competence Leadership 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

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

OCTOBER 22, 2012

Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. In the early 1970s, for instance, an upstart company called Canon set out a bold intent: "Beat Xerox." HBR's 90th Anniversary: Why Management Matters.

Goal 9

Goal Prahalad Hamel CPA 9

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

MARCH 29, 2011

We've recently witnessed the fall from grace of a number of premier, blue chip companies. Once-paragons of corporate success, firms like Johnson & Johnson , Toyota , and Goldman Sachs have all endured embarrassing public mishaps, leaving us questioning: How could these once best-in-class companies stumble so badly ?

Prahalad 14

Prahalad Outsourcing Drucker Class 14

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

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 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. 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 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

JUNE 12, 2013

Here''s how the "jobs done" segmentation works: Step #1: Identify the contexts in which customers are using the company''s products. In one presentation, we were exuberant about Big Data and Little Data, and in the next, speaking what seemed to be 1960''s voodoo psychographic language.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

OCTOBER 4, 2012

Below are three mission statements from three Fortune 500 companies. Try to match each company with its mission statement: How did you do? Prahalad in their HBR piece — Strategic Intent. Let's start with a game. The largely indistinguishable statements make the task almost impossible.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Below are three mission statements from three Fortune 500 companies. Try to match each company with its mission statement: How did you do? Prahalad in their HBR piece — Strategic Intent. Let's start with a game. The largely indistinguishable statements make the task almost impossible.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

MARCH 1, 2012

Many business leaders don't care why employees do anything as long as they follow the company's rules, processes, cultural norms and laws. But we've found that leaders can create and sustain stronger business results if they understand — and manage — how employees approach their work every day.

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

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. “And while the public had a clear appetite for new technologies to be managed to mitigate such risks and harms, less than a third were confident politicians were doing enough.”

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

OCTOBER 20, 2011

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. As the late C.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12