Late Dr. C. K. Prahalad’s Business Wisdom

QAspire

After my talk at Ahmedabad Management Association recently, I was gifted with a book titled “Purely Prahalad – Business Wisdom from Late Dr. C. Prahalad’s thoughts”. Gift of thoughts is the best gift we can receive. This book is compiled and edited by AMA’s team. It is a brilliant collection of useful gems.

Design Thinking for Social Innovation

First Friday Book Synopsis

Here is an excerpt from a brilliant article co-authored by Tim Brown and Jocelyn Wyatt for Stanford Social Innovation Review (Winter 2010). To read the complete article, check out other valuable resources, obtain subscription information, and sign up for a free newsletter, please click here. * * * Designers have traditionally focused on enhancing the [.].

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Prahalad's Business Wisdom

Execupundit

Prahalad. Tanmay Vora has gleaned some great examples from the wisdom of Dr. C. An excerpt: Creating a ‘learning organization’ is only half the solution. Just as important is creating an ‘unlearning organization’. To create the future, a company must unlearn at least some of its past. We’re all familiar with ‘learning curve’, but what about the ‘forgetting curve’ – the rate at which a company can unlearn those habits that hinder future success

HBR on INSPIRING & EXECUTING INNOVATION: A book review by Bob Morris

First Friday Book Synopsis

Harvard Business Review on INSPIRING & EXECUTING INNOVATION Various Contributors Harvard Business Review Press (2011) How to create and then deliver new or better products and services This is one of the volumes in a series of anthologies of articles that first appeared in HBR. Prahalad ” Lance A.

Welcome to Thinkers50, one of the best online sources for brain food

First Friday Book Synopsis

The 2009 winner was CK Prahalad. Thinkers50 offers the definitive global ranking of management thinkers and is published every two years. The ranking is based on voting at the Thinkers50 website and input from a team of advisers led by Des Dearlove and Stuart Crainer. The Thinkers50 has ten established criteria by which thinkers are [.].

Three Traps to Avoid When Choosing a Successor

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: Many otherwise objective leaders seem to have real difficulty in evaluating their potential successors. From your experience, why does this happen? Can it be avoided? A: When evaluating our potential successors, we should first look at ourselves. Following are three classic mistakes leaders make when reviewing potential successors.

Not Everyone Is Just Like You

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. He is a great executive. A self-starter, he prides himself on being able to land on his feet in virtually any new environment. He is extremely intelligent, hard-working, creative, and entrepreneurial. He gets the job done. Not only doesn't he need much supervision; he doesn't like it when people treat him as if he needs lots of help.

Demonstrating the Entrepreneurial Spirit

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. After the publication of one of my BusinessWeek articles, I received many passionate e-mails from parents and educators thanking me for writing the piece and sharing their beliefs in the importance of instilling the entrepreneurial spirit in young people.

When Leadership Coaching Works (And When It Doesn't)

Marshall Goldsmith

CK Prahalad or Vijay Govindarajan), most - including me - are not. Q: When does leadership coaching work? When is it a waste of time? A: In my work as an executive coach, I only get paid if my clients achieve a positive, lasting change in behavior - not as judged by themselves, but as determined by their key stakeholders. Given my pay-only-for-results philosophy, it doesn't make much sense for me to waste time with clients who are not going to improve.

Had a Tough Year? Make Peace and Move On

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. My bank has lost billions of dollars because of bad investments - which I didn't make. Now I am facing budget cutbacks, getting no bonus, reducing my staff, and being expected to contribute more. This really makes me angry! Any suggestions? If it is true that "misery loves company," you have a lot of company.

7 Steps to Boost Your Leadership Self-Confidence

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: What advice do you have for a leader whose bosses say needs to exhibit more self-confidence while still being collaborative and authentic? A: Thank you for this great question. I rarely encounter this issue in my work with CEOs and potential CEOs because people at the top of huge organizations don't often have self-confidence problems.

Self-Confidence and Success

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. One common characteristic of the great leaders I meet is self-confidence, which of course makes sense. Leaders have to inspire confidence in others. It would be difficult for others to believe in us if we don't even believe in ourselves. Great leaders have to take risks.

Measuring Up On the Job - and On the Homefront

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. In business we spend a great deal of time measuring. We keep close tabs on sales, profits, rate of growth, and return on investment. In many ways, part of being an effective leader is setting up systems to measure everything that matters. It's the only way that we can know for sure how we're doing.

Advice for the Acquired

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: Our company is about to be acquired. My friends have warned me that this can spell trouble. Do you have suggestions for professionals in acquired companies?

Change the Way You Define Yourself

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: Sometimes I think that my biggest enemy is me. Why do we say and do things that limit our own success? A: We all have a list of characteristics and behaviors that we use to define who we are.

Advice for Marketing Executives During Tough Times

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: Do you have any specific suggestions for marketing executives in this challenging climate? A: Great question. During hard times companies often cut back on marketing budgets. As business becomes more competitive, marketing executives face increasing pressure to demonstrate the value that their function is adding to the firm.

8 Business-Travel Tips

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: I read that you have flown millions of miles. I don't see how you do it. Do you have any suggestions for making air transportation less painful? A: In my work, I spend a lot of time on the road. In the past four weeks, I have made separate trips to Abu Dhabi, Zurich, and London - along with many stops in the U.S.

Choosing to Change

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. I've had the good fortune to work with some of the most successful people in the business world. One thing I've noticed about them is they have unflappable optimism - they believe they will succeed, even under tough circumstances. They tend to pursue opportunities with an enthusiasm others might find mystifying.

When is Spinning the Message a Good Thing?

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: In our company we value integrity, yet leaders - especially in marketing - are taught to "spin" to make products and services sound good to clients. When is "spinning" a message a good thing? When it is wrong? A: Every company that sells products or services "spins" these in a positive way to clients.

Revealing Leadership Insights From Thinkers50

Tanveer Naseer

Similarly, CK Prahalad’s work on the bottom of the pyramid from the beginning of this century is still hugely influential. This compares with just one in 2011.) The following is a guest piece from Thinkers50 creators Stuart Crainer and Des Dearlove.

Go for It, Brett; Retiring Successfully Is Harder Than It Looks

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. After retiring, why do so many athletes like Brett Favre change their minds and come back? Why can't they just go out on top? After announcing his retirement, Brett Favre was asked, "What are some things that you are looking forward to doing?" Nothing," he replied. And I am going to stick to that until I do something else."

Why Management Ideas Matter

Harvard Business Review

The results for 2011 are published today — 14 November. Prahalad's earlier insights on the opportunities waiting to be found at the bottom of the pyramid. Who is the most influential living management thinker? That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. But does the ranking or the ideas it celebrates really matter? It's a fair question.

How to Terminate a Great Performer in a Tough Economy

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. To participate in the 2011 Thinkers 50, visit [link]. Q: Our company has had a terrible year because one of our divisions completely tanked. Although my division had a fantastic year, corporate cutbacks mean that I have to lay off some great people. Do you have any suggestions on how to best handle this tough situation? A: Your situation is, unfortunately, very common this year.

End the Religion of ROE

Harvard Business Review

Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. There is no more powerful question in a U.S. corporation than "what's the ROE on that?" Social media spending? Wellness checkups? Better working conditions? Return-on-equity hurdles threaten them all. Conversely, why market cigarettes? ROE justifies the means.

Voting ends Sept 1st for Thinkers50 Top Management Thinker Award for 2013

Marshall Goldsmith

Previous winners of the Top Management Thinker Award have included Peter Drucker (2001 & 2003), Michael Porter (2005), CK Prahalad (2007 & 2009), and Clayton Christensen (2011). Dear Friends, We are nearing the 2013 Thinkers50 biannual awards.

Are CEOs Really India’s Leading Export?

Harvard Business Review

Satya Nadella’s appointment as Microsoft’s CEO was greeted with headlines such as “ Why Microsoft and Everyone Else Loves Indian CEOs ,” echoing Time’s 2011 lead heralding “ India’s Leading Export: CEOs.”

Design Lessons from the Consumer at the Bottom of the Pyramid

Harvard Business Review

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. Deepa Prahalad is a strategy consultant and co-author (with Ravi Sawhney) of Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business (Wharton School Publishing, 2010). Close to a decade after the idea of the "Bottom of the Pyramid" (BOP) came into the business vocabulary (disclosure: my father, C.K.

When the Invincible Become "Vincible"

Harvard Business Review

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. Gary Wendt, CEO of GE Capital during its heyday, once said to me that the secret of his continuing success was the fear that his business could fall off a cliff at any moment. Without that fear, the cliff often appears more suddenly.

Beyond Core Competence

Harvard Business Review

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. The Eastman Kodak Company was an iconic industry leader. For decades, it was synonymous with photography. But it got stuck in its core competence of traditional film products and missed the rise of digital photography and printing.

Possibility Maximizer: Fast Company's 30 Second MBA

Maximizing Possibility

Prahalad, but you'll also get the thoughts and opinions of business professionals from successful start-ups, non-profits, and boutique enterprises that serve very specific niches in their respective markets.

Seven Ways to Connect With Your Designer

Harvard Business Review

Ravi Sawhney is founder and CEO of RKS Design and co-author, with Deepa Prahalad , of Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business (Wharton School Publishing, 2010). Today, designers and business leaders are working together more closely than ever. This is driven by the successes of product-design leaders like Apple, and a macroeconomic environment that demands better risk management.

Setting Strategy in Egypt's (and Other) Shifting Sands: A Four-Part Approach

Harvard Business Review

Developments in the Middle East — first the removal of long-time Tunisian President Zine el-Abidine Ben Ali in January 2011 and now Hosni Mubarak's stepping down in Egypt — suggest that authoritarian regimes in the region are not immune to "people power." Prahalad noted several years ago, multinationals can both serve a key market and make profits by serving the "bottom of the pyramid."