Harvard Business Review

OCTOBER 4, 2012

Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." But if you are a services company, your ability to quickly develop young talent could be your secret sauce. Luckily, strategists have studied the "what makes you special" question for some time.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

JUNE 13, 2012

Prahalad and his colleagues more than a decade ago in a series of articles and books, and it has stuck in the minds of businesspeople, policy makers, and nonprofits despite results that can only be described as dismal. Prahalad's brilliance and persuasiveness certainly had something to do with it. It's practically the law of the land.

Microfinance 12

Microfinance Prahalad Bottom-up Banking 12

Harvard Business Review

OCTOBER 4, 2012

Prahalad in their HBR piece — Strategic Intent. Going beyond their original definition, I advocate that executives develop a single 3-5 year strategic intent that is both aspirational and measureable. There is a tendency in developing directional documents to start saying, "Should we use this word or that word?"

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Prahalad in their HBR piece — Strategic Intent. Going beyond their original definition, I advocate that executives develop a single 3-5 year strategic intent that is both aspirational and measureable. There is a tendency in developing directional documents to start saying, "Should we use this word or that word?"

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

APRIL 12, 2012

Externally, there was skepticism whether this would be true, but internally, Toyota executives believed that there was a growing awareness about environmental challenges. I call these types of insights core insights, a concept which I first introduced in my book, Innovation X. Forward-looking.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

JUNE 12, 2013

This then allows the development of specific solutions for each segment. In one presentation, we were exuberant about Big Data and Little Data, and in the next, speaking what seemed to be 1960''s voodoo psychographic language. For each segment, there may be only three or four jobs to be done that are crucial.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

OCTOBER 20, 2011

Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. GE, by creating independent local development teams, is adding to the diversity of ideas and the opportunity to recombine them, and hence the likelihood of having innovations to bring to market more often. As the late C.

ROE 11

ROE Debt to Equity Ratio Innovation Incentives 11