Engineering Marketing Operations Prahalad 
Harvard Business Review
NOVEMBER 4, 2014
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.
Harvard Business Review
NOVEMBER 4, 2014
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.
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Harvard Business Review
NOVEMBER 5, 2014
Despite our best efforts, most organizations operate disjointedly. A study of star engineers at Bell Labs found that the most accomplished ones worked in a close-knit group, but also frequently reached out to people outside of it. Prahalad called this concept strategic intent. These are all synchronized systems.
Harvard Business Review
NOVEMBER 5, 2014
Despite our best efforts, most organizations operate disjointedly. A study of star engineers at Bell Labs found that the most accomplished ones worked in a close-knit group, but also frequently reached out to people outside of it. Prahalad called this concept strategic intent. These are all synchronized systems.
Harvard Business Review
OCTOBER 20, 2011
Conversely, why market cigarettes? DuPont sent Donaldson Brown, a promising engineer-turned-finance staffer, to Detroit to sort things out, and sort them out he did. In their pursuit of margin, marketers sought market power even to the point of monopoly, requiring antitrust laws to cry stop at the last moment of the end game.
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