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

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. Xerox at that time was the undisputed leader of the copier industry, leasing a wide range of copiers to corporate copy centers through a huge sales force.

Goal 9

Goal Prahalad Hamel CPA 9

Harvard Business Review

OCTOBER 4, 2012

I innocently follow up by asking the last time an industry upstart called looking to license a corporate brand (typical answer: never). Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." The next contender is typically scale.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

I innocently follow up by asking the last time an industry upstart called looking to license a corporate brand (typical answer: never). Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." The next contender is typically scale.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

FEBRUARY 18, 2013

Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. As Hamel and Prahalad point out, a snapshot by itself yields little information about "whether the driver is out for a quiet Sunday drive or warming up for the Grand Prix.". Two decades ago, the late C.K.

Power 15

Power McTaggart Prahalad Hamel 15

Harvard Business Review

FEBRUARY 21, 2011

The Eastman Kodak Company was an iconic industry leader. Prahalad and Gary Hamel's HBR classic Core Competence of the Corporation made popular the notion that knowing and mastering core business factors can be leveraged across products and markets. For decades, it was synonymous with photography. But it arrived late.

Core Competence 15

Core Competence Prahalad Film Hamel 15

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. Similarly, Nike went from being vilified for its unfair treatment of workers to being applauded for setting industry standards for overseas working conditions.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

MARCH 29, 2011

Prahalad used to recommend that a company's strategy should be developed by its thirty-year-old rookies instead of its veterans: The new guard will be more vested in the future than the past. How can I reapply my skills to other areas if my industry no longer has opportunities? That's why the late C.K.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

Harvard Business Review

APRIL 12, 2012

Toyota had industry survey data showing that customers said they would pay up to 20% more for hybrid cars. I call these types of insights core insights, a concept which I first introduced in my book, Innovation X. But whereas core competencies are about know-how, core insights are about know-why.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

JANUARY 11, 2013

It is unthinkable, for instance, to imagine a social entrepreneur treating research on the health effects of tobacco use the way the tobacco industry, market analysts, and investors did in the 1960s and '70s. Prahalad's " bottom of the pyramid ," that began life as academic research. They can be more analytical.

Entrepreneur 9

Entrepreneur Microfinance Supply Chain Prahalad 9

Harvard Business Review

NOVEMBER 14, 2011

An idea can change an entire industry and ideas, from kaizen to the balanced scorecard , continually transform the way we work and lead our businesses. Prahalad's earlier insights on the opportunities waiting to be found at the bottom of the pyramid. Second, management matters.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

NOVEMBER 23, 2012

Add to this that their materials are far more sustainably produced than average meaning there is a net positive effect when their product is chosen over any average good, The company has even voluntarily lost money on a recycled clothing project, and made an immense investment in helping to create an organic cotton industry.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

MARCH 17, 2016

airline industry in the early 1990s highlights this distinction. Prahalad said that the ongoing growth in China, India, and other emerging economies means that every year millions of consumers acquire enough purchasing power to afford mass-produced products for the first time, albeit at ultra-low prices.

Price 8

Price Airlines Govindarajan Advertising 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. 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 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MAY 12, 2015

And so, he famously argued, in addition to the fierceness of price competition among industry rivals, the degree of competitiveness in an industry (that is, the degree to which players are free to set their own prices) depends on the bargaining power of buyers and of suppliers, as well as how threatening substitute products and new entrants are.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

The Horizons Tracker

SEPTEMBER 15, 2020

Over the last few decades, innovation activity has become concentrated in clusters or ecosystems, where finance, academia, industry and entrepreneurs rub shoulders to allow the free flow of ideas. Under such conditions, entrepreneurs must be creators who build industries rather than disrupters who change them.”.

Innovation 84

Innovation Venture Capitalist Entrepreneur Crisis 84

Harvard Business Review

OCTOBER 20, 2011

As the industrial revolution progressed, society was enjoying enormous benefits from mass production, which brought former luxuries within middle class reach. Just as electronic commerce would later sweep business, mass production came to one industry after another. But unlike websites, factories were capital intensive. As the late C.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12