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. Innovating our response to Covid-19. As with so much, however, the innovation landscape will be fundamentally changed by the pandemic.

Innovation 84

Innovation Venture Capitalist Entrepreneur Crisis 84

LDRLB

SEPTEMBER 12, 2013

The BoP markets are a hotbed for innovation and companies that are able to mold their business models to fit within this paradigm can truly alter traditional business models. Prahalad , the brilliant management guru. Instead, Prahalad introduces a new framework, the 4 As – Awareness, Access, Affordability and Availability.

Competitive Advantage 154

Competitive Advantage Prahalad Blue Ocean Strategy Glocalization 154

Harvard Business Review

NOVEMBER 13, 2012

Zeitgeist, German for "spirit of the time," is the complex interplay of economic, technological, political, and social forces that can determine which ideas will flop and which will fly in a particular moment. So what did Hamel and Prahalad add? Tune Your Idea to the Zeitgeist. Similarly, scholars in the U.S. As the U.S.

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. Hamel and Prahalad have an entirely different point of view. Why does a statement like this produce breakthrough innovation? Gary Hamel and C.K.

Goal 8

Goal Prahalad Hamel CPA 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. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Almost 25 years ago in the pages of HBR , C.K. Strategy gets set at the top. Power trickles down.

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. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Almost 25 years ago in the pages of HBR , C.K. Strategy gets set at the top. Power trickles down.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8