Harvard Business Review

MARCH 29, 2011

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. Peter Drucker once said that the biggest curse a company can have is twenty years of success. Without that fear, the cliff often appears more suddenly.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

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. When the combination of low prices and high profits does occur, it means companies have relied on seven decisive success factors: They have a low-price position from day one. They guarantee adequate and consistent quality.

Price 8

Price Airlines Govindarajan 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. In this environment, control is a necessary but far from sufficient prerequisite for success. Almost 25 years ago in the pages of HBR , C.K. Bureaucracy, on the other hand, is universal.

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. In this environment, control is a necessary but far from sufficient prerequisite for success. Almost 25 years ago in the pages of HBR , C.K. Bureaucracy, on the other hand, is universal.

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 Airlines Prahalad 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 Airlines Prahalad Hamel 8

Harvard Business Review

MARCH 15, 2011

This is driven by the successes of product-design leaders like Apple, and a macroeconomic environment that demands better risk management. I've found shortcutting this process, or failing to explore how design can align with strategy, will only limit market and financial success. These tips can't guarantee ultimate design success.

Prahalad 13

Prahalad Budgeting Creativity Fashion 13