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. Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC.

Prahalad 93

Prahalad Hamel Core Competence Drucker 93

Tanveer Naseer

APRIL 1, 2014

Think about it: how organizations are run in 2014 is radically different from how they were run just ten years ago. Think of Peter Drucker who topped the first Thinkers50 ranking in 2001. Drucker was writing about knowledge workers in the late 1960s. Who else could you learn from outside your organization?

Blue Ocean Strategy 250

Blue Ocean Strategy Prahalad Christensen Leadership 250

LDRLB

JULY 13, 2010

The book is very well written with excellent organization and a very conversational style. They create organizations that can sustain performance without their direct involvement. When the organization is truly autonomous, they have earned the right to step away. And then watch the organization take notice. (p.

Review 68

Review Books Prahalad Argyris 68

Marshall Goldsmith

FEBRUARY 8, 2018

Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation. World leading researcher on the impact of leadership in organizations. Antonio Nieto-Rodriguez – Author of the best-selling book: The Focused Organization, Winner of the 2017 Thinkers50 Award for ‘Ideas into Practice’. While at Arthur J.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

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. So what did Hamel and Prahalad add?

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. 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. Strategy gets set at the top.

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. 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. Strategy gets set at the top.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9