Harvard Business Review

NOVEMBER 13, 2012

I list these below as a guide for anyone — from bloggers, to academics, to strategy consultants — looking to produce world-class thought leadership. In transition periods, during big technological shifts or the ends of recessions, companies often turn their aspirations to growth through innovation. Link the New to the Old.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. The company, Prahalad tells the CEO, is simply too complex and diverse. Who doubts Microsoft’s technical core competencies in software, networking and gaming technologies? Customers Innovation Strategy'

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

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. There are two views on strategy. Hamel and Prahalad have an entirely different point of view. Gary Hamel and C.K.

Goal 9

Goal Prahalad Hamel CPA 9

Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. Best Buy's Buyback program allows consumers to sell back their gadgets at a guaranteed price when they upgrade to a newer technology. Engaging with the BOP should not be a debate about the social obligation of the firm.

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

Harvard Business Review

APRIL 12, 2012

So how do you sell a more expensive economy car, especially one with an unfamiliar, unproven technology? After the economy-focused first generation car proved the viability of the technology, Toyota had a core insight for the second generation car that cracked this conundrum. in a new way.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

MARCH 29, 2011

Another psychological dynamic contributing to sudden vincibility is that successful business leaders usually have a strong interest in protecting their current products, customers, and investments — and therefore may unconsciously overlook or avoid trends or technologies that might threaten that base. That's why the late C.K.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Strategy gets set at the top. When the responsibility for setting strategy and direction is concentrated at the top of an organization, a few senior leaders become the gatekeepers of change. 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. Strategy gets set at the top. When the responsibility for setting strategy and direction is concentrated at the top of an organization, a few senior leaders become the gatekeepers of change. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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." She said it fast and softly, almost in hope that the sounds around us would make it inaudible. Customers Marketing'

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 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. Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). Insight Center.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

The Horizons Tracker

SEPTEMBER 15, 2020

In this new era of tech, one strategy for smaller ecosystems to increase their footprint is to focus on specific sub-sectors in either verticals or deep tech areas where they have existing strengths,” the authors explain. Under such conditions, entrepreneurs must be creators who build industries rather than disrupters who change them.”.

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

OCTOBER 20, 2011

Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. In a recent talk at MIT, Infosys founder Narayana Murthy put it this way: "Technological innovation is all about reducing cost, reducing cycle time, making life more comfortable. Therefore: who needs new technology more than the poor?

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13