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. Yes, there are notable examples of BOP innovation from global corporations (such as the GE portable ECG machine ) and emerging market companies (such as the Chotukool refrigerator) that have broken through in global markets.

Prahalad 15

Prahalad Business Model Early Adopters Innovation 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. Prahalad and Gary Hamel's HBR classic Core Competence of the Corporation made popular the notion that knowing and mastering core business factors can be leveraged across products and markets. For decades, it was synonymous with photography. But it arrived late.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Harvard Business Review

JANUARY 11, 2013

Prahalad's " bottom of the pyramid ," that began life as academic research. That the person paying the price sufficiently benefits is actually secondary. Today micro-packaging, for instance, is finally being taken seriously by giant multinational fast-moving-consumer-goods companies. What matters is that he's willing to pay.

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 8

Bureaucracy Long-term Short-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. 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 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

MAY 12, 2015

If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price. When these forces are weak, as in software and soft drinks, many companies are profitable.

Strategy 8

Strategy Porter Blue Ocean Strategy Airlines 8

Harvard Business Review

FEBRUARY 14, 2011

Lafarge , the French cement group, saw its share price fall four percent in one day. These include tremendous income inequality, rapidly rising commodity prices (Egypt imports the largest amount of wheat of any country in the world), and poor educational outcomes. Many shuttered plants and flew home expatriate staff and families.

Strategy 13

Strategy Politics Short-term Long-term 13