Harvard Business Review

NOVEMBER 13, 2012

Zeitgeist, German for "spirit of the time," is the complex interplay of economic, technological, political, and social forces that can determine which ideas will flop and which will fly in a particular moment. In better times, companies are attracted to ideas that help them do their work more effectively. Link the New to the Old.

Prahalad 15

Prahalad Hamel Core Competence Leadership 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. 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

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." JFK's intent produced many breakthrough technologies.

Goal 9

Goal Prahalad Hamel CPA 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. 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 14

Prahalad Business Model Early Adopters Innovation 14

Harvard Business Review

FEBRUARY 21, 2011

The Eastman Kodak Company was an iconic industry leader. It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. Yet the ways companies make products, especially electronics, have been disrupted and redesigned. For decades, it was synonymous with photography.

Core Competence 14

Core Competence Prahalad Film Hamel 14

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. This is especially problematic when companies decide to innovate. So how do you sell a more expensive economy car, especially one with an unfamiliar, unproven technology? in a new way. Their hybrids failed to catch people's imaginations.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

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

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

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

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 A dynamic economy requires growing companies—those that increase their value-added contribution over time. Therefore: who needs new technology more than the poor?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

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. This type of of segmentation is more important than ever as technologically empowered customers have more choice and the ability to craft their own solutions. Big Data now lets us observe that journey.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8