First Friday Book Synopsis

JULY 13, 2014

Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC. He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation.

Prahalad 93

Prahalad Hamel Core Competence Drucker 93

Harvard Business Review

OCTOBER 19, 2015

Drucker Forum 2015: Managing in the Digital Age. This post is one in a series of perspectives by presenters and participants in the 7th Global Drucker Forum. What are our core-competencies?), The theme: Claiming Our Humanity — Managing in the Digital Age. Who are our competitors?

Drucker 8

Drucker Core Competence Engineering Sample 8

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

AUGUST 26, 2013

He managed to hold the stock price on a pretty even keel, but no better than that. Peter Drucker made the point in HBR''s pages 18 years ago, writing that "Core competencies are different for every organization. But every organization needs one core competence: innovation.".

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

NOVEMBER 3, 2011

Similarly, if you can be a Cesar Millan of machines — a digital disciplinarian who helps people get more value from their devices much the way the original helps people have healthier relationships with their dogs — you possess a core competence that virtually guarantees a high-impact professional life.

Core Competence 13

Core Competence Human Capital Technology Health Care 13

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Individuals compete for promotion. Managers assess performance. Power trickles down.

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. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Individuals compete for promotion. Managers assess performance. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9