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. “Actually,” the CEO responded, “we do have a core competence that unites us: we’re very, very good at winning government contracts.”

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

FEBRUARY 21, 2011

To survive, it has stopped selling film cameras, focusing on the digital ones that dominate the market. Organizations such as IBM and GE have adapted over the years to remain competitive in the market. Others like Kodak and Nokia are re-strategizing in order to remain relevant in a dynamic global market. But it arrived late.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Harvard Business Review

MARCH 17, 2016

It takes a special kind of company, from the CEO on down, to make a low-price position sustainable and profitable. Don’t engage in over-the-top discounting that trains customers, both in B2C and B2B markets, to buy cleverly on price and price alone. Honda once dominated the motorbike market in Vietnam, with a share of 90%.

Price 8

Price Airlines Long-term 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. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. Almost 25 years ago in the pages of HBR , C.K.

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. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. Almost 25 years ago in the pages of HBR , C.K.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 5, 2014

Faced with a competitive challenge from Netflix, CEO John Antioco came up with what seems, even in retrospect, to be a viable plan. Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. That’s what appears to have happened at Blockbuster.

Organization 8

Organization Prahalad Airlines Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Faced with a competitive challenge from Netflix, CEO John Antioco came up with what seems, even in retrospect, to be a viable plan. Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. That’s what appears to have happened at Blockbuster.

Organization 8

Organization Prahalad Airlines Hamel 8

Harvard Business Review

MARCH 15, 2011

I've found shortcutting this process, or failing to explore how design can align with strategy, will only limit market and financial success. Achieving internal alignment early can not only help ensure a more successful offering when brought to market, but can help deliver said offering much more quickly. Increase profitability?

Prahalad 13

Prahalad Budgeting Creativity Fashion 13