Leading Blog

SEPTEMBER 12, 2012

The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” Because “uncertainty can only be reduced by committed decisions and actions,” you can choose to create a “certainty of purpose and direction.”. In a sense, strategy creates risk.

Strategy 281

Strategy Books Balanced Scorecard Mauborgne 281

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. Forget your glorious plans. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14.

360-Degree Feedback 129

360-Degree Feedback Prahalad Follow-up Participative 129

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.

Company 140

Company Human Resources Prahalad Resources 140

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.

Goal 9

Goal Prahalad Hamel CPA 9

Harvard Business Review

NOVEMBER 5, 2014

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8