Harvard Business Review

OCTOBER 4, 2012

As organizations are collections of human beings, it is perhaps not surprising that most lack grounded awareness about their capabilities and deficiencies. Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." This isn't an academic issue.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

DECEMBER 1, 2010

Leaders of these companies now believe that "doing good" can be a powerful strategy for growing markets, stimulating innovation, motivating employees, tapping into new talent pools, and actually reducing costs. We're years away from the point where doing good will be the accepted norm for successful businesses.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Most of us grew up in and around organizations that fit a common template. Power trickles down.

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. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Most of us grew up in and around organizations that fit a common template. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

APRIL 12, 2012

But the success of the Prius wasn't a slam dunk. For example, Honda's strategy was to quickly absorb its hybrid technology into models that looked no different than standard gasoline-powered ones. Ask yourself, "Does my organization know why it does what it does? Their hybrids failed to catch people's imaginations.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

NOVEMBER 23, 2012

You might also ask, "How can they claim a success when more product was consumed?". Patagonia knew it had the audience and strategy, but that it needed eBay to pull off the campaign. The well-known article on core competencies by Prahalad and Hamel (1991) best defines and lays out this rigorous task.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

MAY 12, 2015

It was this received opinion Michael Porter was questioning when, in 1979, he mapped out four additional competitive forces in “ How Competitive Forces Shape Strategy.” Strategies for staying ahead. Focusing on a few key success factors, critical resources, and core competencies (maybe a reference to C.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. So if we’re responsible for an entire organization, then we tend to think in those terms and act accordingly. It is the combination of tight circles and loose connections that drives high performing organizations. Prahalad called this concept strategic intent.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. So if we’re responsible for an entire organization, then we tend to think in those terms and act accordingly. It is the combination of tight circles and loose connections that drives high performing organizations. Prahalad called this concept strategic intent.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

FEBRUARY 14, 2011

What is needed now are well thought-out nonmarket strategies — beginning with a recognition that a nonmarket strategy is much bigger than litigation and purchasing political risk (though both are valuable). Thus managers play it safe, choosing to replicate rivals' strategy and, ultimately, to earn close-to-the-mean returns.

Strategy 13

Strategy Politics Short-term Long-term 13

Harvard Business Review

OCTOBER 20, 2011

We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. By parsing ROE into the DuPont Equation (very rapidly to become a business school mainstay), he provided the basis for organizations divided into functions with their own objectives.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12