Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. They prove that the most economically disadvantaged people on the planet create a great market for social entrepreneurs – AND provide a terrific testing ground for innovation and cost control. . 275,817,462 saved in energy-related expenses.

Productivity 50

Productivity Products Prahalad Open-book 50

Harvard Business Review

OCTOBER 4, 2012

Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." While it's next to impossible to innovate faster than the market, it is possible to innovate better that the market. Luckily, strategists have studied the "what makes you special" question for some time.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." While it's next to impossible to innovate faster than the market, it is possible to innovate better that the market. Luckily, strategists have studied the "what makes you special" question for some time.

Company 15

Company Competitive Advantage Prahalad Hamel 15

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

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. Externally, there was skepticism whether this would be true, but internally, Toyota executives believed that there was a growing awareness about environmental challenges. Forward-looking.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

JUNE 12, 2013

Her confession was blurted out in the midst of our first conversation about the new digital marketing strategy which we would eventually advise them on: "You know, I don''t think I believe in segmentation anymore." In others, marketers were still adamant that segmentation was the only way to go, but couldn''t explain its benefits.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 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. It makes it difficult for internal renegades to attract talent and cash, since resource allocation is controlled by executives whose emotional equity is invested in the past. Almost 25 years ago in the pages of HBR , C.K.

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. It makes it difficult for internal renegades to attract talent and cash, since resource allocation is controlled by executives whose emotional equity is invested in the past. Almost 25 years ago in the pages of HBR , C.K.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 23, 2012

Sisodia , he states that mission-led businesses outperform the market by an astounding 9:1 ratio (that's innovation by any measure at 1111%). From the executive team to the warehouse staff, employees actually live the life of their core customers: the " Dirt Bag " as they fondly call them. In a study by Dr. Rajendra S.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

MAY 12, 2015

As recently as March 2015, for instance, Rebecca Homkes and Don and Charles Sull said in “ Why Strategy Execution Unravels – and What to Do About it ”: “Since Michael Porter’s seminal work in the 1980s we have had a clear and widely accepted definition of what strategy is.”

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? 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. Social media spending?

ROE 11

ROE Debt to Equity Ratio Innovation Incentives 11