Harvard Business Review

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. The company, Prahalad tells the CEO, is simply too complex and diverse. A provocative—possibly apocryphal—story has the late C.K. It needs to shed a few divisions and find and focus on an integrative core competence.

Core Competence 9

Core Competence Prahalad Supply Chain Hamel 9

Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. When combined with a smart marketing campaign, the car became a symbol of the whole environmental movement. A core insight provides forward-looking understanding of customer needs, behaviors, and market trends.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

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.

Bureaucracy 12

Bureaucracy Short-term Long-term Intellectual Capital 12

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.

Bureaucracy 12

Bureaucracy Short-term Long-term Intellectual Capital 12

Harvard Business Review

NOVEMBER 5, 2014

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. Apple and Google, of course, have been successful across a variety of market contexts. Gary Hamel and C.K.

Organization 9

Organization Airlines Prahalad Hamel 9

Harvard Business Review

NOVEMBER 5, 2014

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. Apple and Google, of course, have been successful across a variety of market contexts. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

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.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12