Marshall Goldsmith

OCTOBER 17, 2011

My bank has lost billions of dollars because of bad investments - which I didn't make. In one bank that I know well almost every part of the business had a great year - except the division that lost billions of dollars and negated all of the other divisions' success. This really makes me angry! Any suggestions? Life is good.

Prahalad 120

Prahalad Banking Budgeting Motivation 120

Marshall Goldsmith

FEBRUARY 8, 2018

Jim Kim – 12th President, the World Bank. Deepa Prahalad – Focused on design and emerging markets. Former Executive VP and Head of Strategy & Transformation at TMB Bank. Sean McGrath – Human Resources Vice-President World Bank Group. Bernie Banks – Brigadier General. President Dartmouth College.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

JUNE 13, 2012

Prahalad and his colleagues more than a decade ago in a series of articles and books, and it has stuck in the minds of businesspeople, policy makers, and nonprofits despite results that can only be described as dismal. Prahalad's brilliance and persuasiveness certainly had something to do with it. It's practically the law of the land.

Microfinance 13

Microfinance Prahalad Bottom-up Banking 13

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Almost 25 years ago in the pages of HBR , C.K. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products.

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

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MARCH 1, 2012

Consider a bank that discovered its sales per banker were lagging behind the competition. The bank's leaders had their diagnosis, and set about reengineering the loan-origination process to minimize paperwork and maximize customer-facing time. Faced with this, the bank's leaders began to ask "why" again.

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

OCTOBER 20, 2011

Then banking regulations were imposed. Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. Financial managers, supported by their bankers, increased their debt-to-equity ratios until capital requirements were imposed—oops, we mean until there was a catastrophic financial crash and a depression.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12