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. Who doubts Microsoft’s technical core competencies in software, networking and gaming technologies? company like Apple. Because, as Web 2.0

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 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 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. Bureaucracy is the technology of control.

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. Bureaucracy is the technology of control.

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

The Horizons Tracker

SEPTEMBER 15, 2020

We have already seen tremendous progress in a wide range of digital and technology products during the crisis, and these will continue to play a fundamental role in the recovery. 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.

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