First Friday Book Synopsis

JULY 13, 2014

His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services […]. He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation.

Prahalad 93

Prahalad Hamel Core Competence Drucker 93

First Friday Book Synopsis

MAY 28, 2014

His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services and transportation companies. His primary focus has been to help client organizations renew […]. Bob''s blog entries Apple Brilliant Mistakes C.K.

Prahalad 75

Prahalad Hamel Core Competence Wilde 75

Marshall Goldsmith

FEBRUARY 8, 2018

Frances Hesselbein – Former CEO, Girl Scouts of America and Peter Drucker Foundation. Alan Mulally – Former CEO, Ford and Boeing Commercial Aircraft. CEO Magazine – CEO of the Year. Authority on new technology and communication. Deepa Prahalad – Focused on design and emerging markets.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Sales Wolf Blog

JULY 9, 2010

 Equally diverse are the faculty members who weigh in on these issues, which has included CEOs of Fortune 500 companies, leaders of small non-profits, entrepreneurial junkies, the occasional student, and everything in between.

Company 140

Company Human Resources Prahalad Resources 140

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. It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. Organizations such as IBM and GE have adapted over the years to remain competitive in the market.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Bureaucracy is the technology of control. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. He was right.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9