Harvard Business Review

MARCH 29, 2011

These were great companies with top-notch leadership, solid management processes, and access to the best and brightest strategists. 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.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

Harvard Business Review

DECEMBER 1, 2010

Prahalad called the bottom of the pyramid. Most importantly, in the context of these actions, talk with your team about what they are learning, how your company could provide products or services to underserved markets, and possible implications for the future. Encourage your people to get engaged with what C.K. Educate your team.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

APRIL 12, 2012

Do you know why you make the products or offer the services you do? A case in point: The Prius has become such a strategic product that Toyota is in the process of turning it into a full sub-brand and a range of vehicles. Too often I find that companies don't have a clear enough sense of why they do what they do.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

MARCH 17, 2016

The choice of the price position affects the overall business model, the product quality, branding, and how to innovate. They operate with extreme cost and process efficiency, which enables them to enjoy good margins and profits even while charging low prices. They focus on core products. They are extremely efficient.

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. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Almost 25 years ago in the pages of HBR , C.K. It discourages dissent and breeds sycophants.

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. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Almost 25 years ago in the pages of HBR , C.K. It discourages dissent and breeds sycophants.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MARCH 1, 2012

Many business leaders don't care why employees do anything as long as they follow the company's rules, processes, cultural norms and laws. Its leaders headed down the traditional, process-based path: they asked "Why are sales per banker lower?" Why wasn't the new process working?

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

FEBRUARY 14, 2011

Instead, managers should develop their strategic responses to political transitions using a four-step process: First, managers need to develop transition scenarios for the countries in which operate — even relating to the unlikely or low-probability events.

Strategy 13

Strategy Politics Short-term Long-term 13

Harvard Business Review

MARCH 15, 2011

This is driven by the successes of product-design leaders like Apple, and a macroeconomic environment that demands better risk management. At the same time, design consultancies are increasingly looked at to spearhead the development process — from consumer research to design to prototyping, manufacturing and packaging.

Prahalad 13

Prahalad Budgeting Creativity Fashion 13