Marshall Goldsmith

JULY 18, 2011

If they are executives in your own company, study their history - read their bios - and learn from their co-workers before you ask them to invest their very limited time in helping you. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Some may even go out of their way to help you. Life is good.

Ulrich 134

Ulrich Hersey Prahalad Mission Statement 134

Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. Perhaps you’ve read the game-shifting books The Fortune at the Bottom of the Pyramid , by C.K. 275,817,462 saved in energy-related expenses. 3,589,490,280 productive hours created for working and studying. 656,952 tons of CO2 offset.

Productivity 50

Productivity Products Prahalad Open-book 50

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

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

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. Executives often suggest that their strategy is "pretty clear" on the basis that this is good enough.

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. Executives often suggest that their strategy is "pretty clear" on the basis that this is good enough.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

NOVEMBER 23, 2012

Although this seems counterintuitive to corporate leaders charged with top line growth, they demonstrated an Innovation Management best practice called "Systemic Authenticity.". It is the world's first broad look for statistics underlying Innovation Management practices. In a study by Dr. Rajendra S. But it goes deeper.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

JUNE 12, 2013

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. In Clay Christensen''s words, customers "hire" products or other solutions because they have a specific job to fulfil, not because they belong to a certain segment.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

OCTOBER 20, 2011

He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. That value must be measured across all stakeholders.

ROE 11

ROE Debt to Equity Ratio Innovation Incentives 11