Harvard Business Review

NOVEMBER 13, 2012

Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. For example, a British study showed the precise ways in which management gurus in the 1980s U.K.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

OCTOBER 22, 2012

Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Strategic intent takes the long view: the act of such intent is to operate from the future backward, disregarding the resource scarcity of the present.

Goal 8

Goal Prahalad Hamel CPA 8

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 13

Microfinance Prahalad Bottom-up Banking 13

Harvard Business Review

DECEMBER 1, 2010

For example, GE has gone from despoiling the Hudson River to jumpstarting the electric car industry through its commitment to purchase tens of thousands of zero emission vehicles. But just because your company is not fully evolved on the social change scale doesn't mean that there's nothing you (as a manager) can do.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

JUNE 12, 2013

Examples of such jobs in the mobile telco realm might include: "being in touch with family and friends while roaming,""choosing the best entertainment and dining opportunities on the go over the weekend" and "becoming more confident and secure in the use of a smartphone."

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

MARCH 1, 2012

But we've found that leaders can create and sustain stronger business results if they understand — and manage — how employees approach their work every day. Laddering mirrors the five whys, applying it to people's mindsets instead of operational problems. Because it overheated," comes the reply.

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Loose connections.

Organization 8

Organization Airlines Prahalad Hamel 8