Leading Blog
SEPTEMBER 12, 2012
Because “uncertainty can only be reduced by committed decisions and actions,” you can choose to create a “certainty of purpose and direction.”. “Strategy involves completion of goals, and the risk is the difference between those goals and the ability of the organization to achieve them.” It is worth as much as the rest of the book.
Marshall Goldsmith
AUGUST 22, 2011
I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach--and then measures if they are seen as becoming more effective leaders. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Great question. Life is good.
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Sales Wolf Blog
JULY 9, 2010
Successories Motivational Products Talent Managment Magazine Testing and Assessments - An Employers Guide to Good Practices Testing and Assessments - DOL The Rainmaker Group - Possibility Maximization An amazing group of people commited to making a difference in the world they live - one soul, one organization, one Customer Experience at a time.
Harvard Business Review
APRIL 18, 2014
Prahalad and Stuart Hart’s seminal book The Fortune at the Bottom of the Pyramid gained a wide audience when it was published in 2004 and has continued to be widely read ever since. On the fifth anniversary of the book’s publication, Professor Prahalad was interviewed by Knowledge@Wharton. But this approach seldom works.
Harvard Business Review
OCTOBER 22, 2012
Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. But according to Prahalad and Hamel, firms should set unrealistic goals, not realistic goals.
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.
Harvard Business Review
DECEMBER 1, 2010
For example, GE has gone from despoiling the Hudson River to jumpstarting the electric car industry through its commitment to purchase tens of thousands of zero emission vehicles. Prahalad called the bottom of the pyramid. Encourage your people to get engaged with what C.K.
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