Harvard Business Review

FEBRUARY 21, 2011

But it got stuck in its core competence of traditional film products and missed the rise of digital photography and printing. They have gone through different cycles of disruptive innovations, leaving some businesses, and creating new ones. And the ability to do that may become a new core competence.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Women on Business

AUGUST 24, 2011

Innovate –Think Outside the Box –Do not be a boring cookie cutter. Lead & Brand — Harper was committed to producing and selling only organic, safe products in her salons. Stick to Principles & Core Competencies – Markets change. Competitors appear.

Franchising 226

Franchising Succession Core Competence Follow-up 226

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. For example, they preferred brands that shared their values and treated employees well. Core competency: What do we do well that helps us meet our stakeholders’ needs?

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

A recent survey conducted by McKinsey found that 42% of millennial and Gen Z consumers cited purpose as the primary reason they switched brands. For example, they preferred brands that shared their values and treated employees well. Used to set priorities around core competencies. greater revenue growth.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Mills Scofield

FEBRUARY 8, 2013

Last month, we learned about Geneca's journey into creating a culture of innovation within the company. Cause marketing, she said, was going in a new direction: Leveraging core competencies to make a positive difference in the community, on employees and the bottom line. Just goes to show what great leadership can do!

Ryan 130

Ryan PR Project B2B 130

Harvard Business Review

AUGUST 4, 2014

Declaring he’d cull up to 100 brands — many of which he’d acquired and developed — P&G CEO A.G. P&G is cutting its global brand portfolio by more than half. “Importantly, this will be a much simpler, much less complex company of leading brands that’s easier to manage and operate.”

Brand 8

Brand DCF IRR NPV 8

Harvard Business Review

JUNE 5, 2012

Most companies sabotage their own innovation processes without meaning to. Innovation is episodic. We've all seen this movie: A few people in the organization have a burning desire to foster more innovation, or a different kind of innovation, so they invent a new process. It's easy to ax innovation. What to do?

Process 16

Process Innovation Diversity Budgeting 16

Harvard Business Review

JULY 8, 2011

I think they'd benefit from a quick look back at a failed innovation Google quietly DNR'ed. It offers a sobering reality check for anyone who believes that great people, great skills, great wealth, a great brand, and a great opportunity invariably lead to great innovation, They don't. Not even for Google. Nothing much happened.

Innovation 15

Innovation Health Care Core Competence Media 15

Harvard Business Review

MARCH 21, 2017

” Walmart can’t compete with this value proposition, at least not yet. Walmart also can’t challenge Amazon’s existing brand equity in access and selection. The company’s obsession with competing with Amazon also seems to have taken Walmart’s focus off its brand identity in everyday low prices.

IT Strategy 11

IT Strategy Strategy Core Competence Price 11

Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. This is especially problematic when companies decide to innovate. If they can't replicate the thinking driving your innovations, they'll be doomed to "me too" status. in a new way. Hard to follow.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

OCTOBER 4, 2012

Most of the time, this question draws awkward silence before someone blurts out "our brands." I innocently follow up by asking the last time an industry upstart called looking to license a corporate brand (typical answer: never). Make sure to push beyond the usual suspects of brand and scale.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Most of the time, this question draws awkward silence before someone blurts out "our brands." I innocently follow up by asking the last time an industry upstart called looking to license a corporate brand (typical answer: never). Make sure to push beyond the usual suspects of brand and scale.

Company 15

Company Competitive Advantage Prahalad Hamel 15

In the CEO Afterlife

APRIL 22, 2015

Leaders ought to be wary about bringing change to vibrant cultures, the positioning of brands, and effective business models. I consider Google a tier-one innovator. They love to put their mark on the brands under their roof. So does core brand positioning. A change in a brand’s promise confuses customers.

Brand 100

Brand Core Competence Retail Advertising 100

Harvard Business Review

NOVEMBER 21, 2011

Brand managers and customer care leaders beware. But for firms strategically managing customer service ecosystem expectations, however, that choice might reinforce rather than undermine a branded "user experience" of discreet complaint resolution. Everyone looks good. Complaining about complaining has become "the new abnormal.".

Disintermediation 15

Disintermediation Call Center Core Competence Incentives 15

Harvard Business Review

JULY 9, 2014

Where marketing is more in charge, R&D’s complaints tend to be about a lack of imagination, of too many incremental innovations. They’ve studied the role of strategic innovation in corporate performance. But over the long term, marketing doesn’t drive company performance—breakthrough innovation does.

Marketing 8

Marketing Power Short-term Long-term 8

Harvard Business Review

DECEMBER 17, 2013

Modern design schools increasingly encourage this, demanding that graduates be familiar not just with a traditional creative skillset, but with ethnography, finance, coding, and a host of other competencies. Yet she is still emphatically a designer at the core, and respectful of the creative expertise around her. The Master Craftsman.

Management 8

Management Creativity Licensing Core Competence 8

Harvard Business Review

MARCH 26, 2012

In the HBR article, " A Reverse Innovation Playbook " (April 2012) and our forthcoming book, Reverse Innovation , my co-author, Chris Trimble, and I elaborate on how western multinationals can overcome their dominant logic. So innovation and learning will move from rich countries to poor countries. What is your company's score?

Chief Technology Officer 12

Chief Technology Officer CTO Constraint Engineering 12

Mark Sanborn

JANUARY 12, 2022

And here is the brand promise that drives it all: At High Point University, every student receives an extraordinary education in an inspiring environment with caring people. . So how did he meet the challenge of changing the staid academic culture to one that is today unique and innovative? Even more astonishing?

Case Study 90

Case Study Education Learning-by-Doing Brand 90

Harvard Business Review

DECEMBER 2, 2015

Makiko Eda, president of Intel Japan and VP of Sales and Marketing, points to her success driving brand awareness and profits throughout Asia-Pacific markets. reveals to be a core competency of global executives. What does it take for emerging-market female talent to break into the executive ranks of a U.S.-based

Core Competence 8

Core Competence Emotional Intelligence Globalization Marketing 8

Jesse Lyn Stoner Blog

MARCH 4, 2013

Anna Farmery of The Engaging Brand tells us it’s the little spontaneous gestures that mean so much in What is the Customer Experience. The Workplace Environment: Culture, Change, Innovation, and Empowerment. Julie Winkle Giulioni says “networking is a core competency and requirement for business success.”

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205

Harvard Business Review

JANUARY 15, 2018

And they face an even greater challenge: maintaining flawless consistency, while simultaneously being innovative and cutting-edge. books and cooking gadgets), developing brand partnerships, and opening more restaurants. This means achieving precise standardization and strong quality control.

Innovation 8

Innovation Project Creativity Open-book 8

Harvard Business Review

MAY 31, 2011

On recent visits to India, we have found that "innovation" is the buzzword on everybody's lips. President Pratibha Patil has even declared 2010-2020 as India's " Decade of Innovation." Biocon is one Indian company that is adapting well to this new global reality by embracing a polycentric innovation model.

Shaw 13

Shaw Globalization Innovation Entrepreneur 13

Harvard Business Review

MAY 8, 2012

The company's core competency is branding and identifying customer pain points. Bharti's innovative business model converted fixed costs in capital expenditure to a variable cost based on usage of capacity. Bharti is the largest telecommunications services provider in India. Bharti looks nothing like other telecoms.

Outsourcing 10

Outsourcing Wireless Telecommunications Core Competence 10

Harvard Business Review

MARCH 12, 2014

With leading companies such as American Apparel, Bloomingdale’s, Verizon Wireless, Swatch, and London City Airport already onboard with location analytics, it will become commonplace in venues — especially for major brands — over the next several years and a major competitive gap for those that don’t adopt the practice.

Retail 9

Retail Customer Intimacy Apparel Wireless 9

Harvard Business Review

OCTOBER 30, 2013

It is not a core competence you can build or acquire. Second, great innovators have a love for the art of the possible. Third, brand builders love their brands and react with the swift fury of a mama bear protecting her cub whenever anyone attacks their brand. Nor is it necessarily rational.

Christensen 8

Christensen Core Competence Brand Price 8

Harvard Business Review

JANUARY 18, 2011

And in the 90's, as China's economy began to boom, this generation looked to Western brands to express their prosperity and modernity. New policies promoting "indigenous innovation" and transfer of technology from Western corporations to state-owned Chinese companies locked in government dominance. To be modern was to be pro-Western.

Policies 12

Policies Politics Core Competence Globalization 12