First Friday Book Synopsis

MAY 20, 2011

Here is an excerpt from an article written by Deepa Prahalad for the Harvard Business Review blog “The Conversation” series. The Conversation is our home for inspired insights and observations from a wide array of contributors.” To read the complete article, check out the wealth of free resources, and sign up for a subscription to [.].

Prahalad 75

Prahalad Review Blog Article 75

Marshall Goldsmith

SEPTEMBER 26, 2011

Q: In our company we value integrity, yet leaders - especially in marketing - are taught to "spin" to make products and services sound good to clients. A: Every company that sells products or services "spins" these in a positive way to clients. When is "spinning" a message a good thing? When it is wrong? Life is good.

Prahalad 110

Prahalad Credit Rating Short-term Long-term 110

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. This is one of the reasons that he is so successful."

Ulrich 134

Ulrich Hersey Prahalad Mission Statement 134

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

Marshall Goldsmith

FEBRUARY 8, 2018

Deepa Prahalad – Focused on design and emerging markets. US News and World Report #1 Best Hospital in the United States – Fortune ‘100 Best Companies to Work For,’ 14 consecutive years. Garry Ridge – CEO, WD-40 Company. a holding company that operates seven distinct business. Co-author: Predictable Magic.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

OCTOBER 4, 2012

My latest HBR article ( "The New Corporate Garage" ) details examples of large companies that have had massive impact by intertwining difficult-to-replicate assets and entrepreneurial behaviors. That means the fundamental question you have to ask is, What makes your company special? This isn't an academic issue.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

My latest HBR article ( "The New Corporate Garage" ) details examples of large companies that have had massive impact by intertwining difficult-to-replicate assets and entrepreneurial behaviors. That means the fundamental question you have to ask is, What makes your company special? This isn't an academic issue.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

APRIL 18, 2014

Prahalad and Stuart Hart’s seminal book The Fortune at the Bottom of the Pyramid gained a wide audience when it was published in 2004 and has continued to be widely read ever since. On the fifth anniversary of the book’s publication, Professor Prahalad was interviewed by Knowledge@Wharton. Whatever happened to them?)

Entrepreneur 9

Entrepreneur Prahalad Bottom-up Price 9

Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. The bar for usability is very high in developed markets because of an abundance of choice and competition. Demographics also force companies to sharpen usability. too : from 4.8% of households. In the U.S.,

Prahalad 14

Prahalad Business Model Early Adopters Innovation 14

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

FEBRUARY 18, 2013

Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Until 1970, both were relatively small companies, and since traditional competitor analysis is like shooting a snapshot of a moving car without a clue about the driver's intent, nobody viewed them as threats. 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

FEBRUARY 21, 2011

The Eastman Kodak Company was an iconic industry leader. To survive, it has stopped selling film cameras, focusing on the digital ones that dominate the market. Organizations such as IBM and GE have adapted over the years to remain competitive in the market. For decades, it was synonymous with photography. But it arrived late.

Core Competence 14

Core Competence Prahalad Film Hamel 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

MARCH 17, 2016

It takes a special kind of company, from the CEO on down, to make a low-price position sustainable and profitable. The skills and traits to pull that off — such as cost-consciousness, relentless efficiency, and customer-driven design — must be anchored in the company and its culture from the very beginning.

Price 8

Price Airlines Govindarajan Advertising 8

Harvard Business Review

APRIL 12, 2012

Too often I find that companies don't have a clear enough sense of why they do what they do. They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. This is especially problematic when companies decide to innovate. But the success of the Prius wasn't a slam dunk.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

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 14, 2011

In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets. Kim and Renée Maubourgne, the authors of Blue Ocean Strategy , have influenced companies, not-for-profits and national governments around the world. Christensen's influence on the business world has been profound.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

NOVEMBER 23, 2012

This outdoor clothing and gear company partnered with eBay on a new initiative. This term comes from The World Database of Innovation, a collaboration between my company, Innovators International, and the CTOs of our member companies. Yes, you read that correctly: they wanted people to buy less stuff.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

JANUARY 11, 2013

It is unthinkable, for instance, to imagine a social entrepreneur treating research on the health effects of tobacco use the way the tobacco industry, market analysts, and investors did in the 1960s and '70s. Prahalad's " bottom of the pyramid ," that began life as academic research. They can be more analytical.

Entrepreneur 9

Entrepreneur Microfinance Supply Chain Prahalad 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. When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. Almost 25 years ago in the pages of HBR , C.K.

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. When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. Almost 25 years ago in the pages of HBR , C.K.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MAY 12, 2015

When these forces are weak, as in software and soft drinks, many companies are profitable. When they are strong, as in the airline and hotel industries, almost no company earns an attractive return on investment. Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”).

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

FEBRUARY 14, 2011

Meanwhile, they often fail to think deeply about truly strategic questions, involving political risk, like: how should we supply foreign markets? The preference for following the crowd is even greater when (as with foreign direct investment versus alternative routes to market) a choice is easy to communicate.

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 A dynamic economy requires growing companies—those that increase their value-added contribution over time. Social media spending?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12