First Friday Book Synopsis

JULY 13, 2014

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. His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services […].

Prahalad 93

Prahalad Hamel Core Competence Drucker 93

Harvard Business Review

AUGUST 26, 2013

Ballmer, whose skills were in many ways complementary to Gates'', took the helm of an already massive organization as it entered an era of relentless disruptive innovation by competitors. Peter Drucker made the point in HBR''s pages 18 years ago, writing that "Core competencies are different for every organization.

Core Competence 10

Core Competence Innovation Christensen Disruptive Innovation 10

Harvard Business Review

NOVEMBER 13, 2012

Shifting from Drucker's erudition and measured tone to Hammer's revolutionary and provocatively violent declarations ("don't automate, obliterate") was a bit dizzying. During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. Tune Your Idea to the Zeitgeist.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

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?), It affects career potential, skills development and the entire value-chain of organizations that serve the expertise business.

Drucker 8

Drucker Core Competence Engineering Sample 8

Harvard Business Review

NOVEMBER 4, 2014

We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Most of us grew up in and around organizations that fit a common template. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Most of us grew up in and around organizations that fit a common template. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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. Focusing on a few key success factors, critical resources, and core competencies (maybe a reference to C.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8