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The Strategy Book

Leading Blog

Because “uncertainty can only be reduced by committed decisions and actions,” you can choose to create a “certainty of purpose and direction.”. Second, there are some of the most influential tools from the field of strategy and management. The Strategy Toolkit at the end of the book is not just another nice add-on.

Strategy 282
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7 Steps to Boost Your Leadership Self-Confidence

Marshall Goldsmith

In some cases, brilliant technical experts should continue to be brilliant technical experts - and not feel obligated to become managers. Once you make a decision, commit and go for it. If you never commit, all you will ever do is change course. Make peace with ambiguity in decision making. Even CEOs are guessing. Life is good.

Prahalad 127
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Possibility Maximizer: Fast Company's 30 Second MBA

Sales Wolf Blog

SHRM - Society for Human Resource Managment Indispensible for the HR Professional! Prahalad, but you'll also get the thoughts and opinions of business professionals from successful start-ups, non-profits, and boutique enterprises that serve very specific niches in their respective markets.

Company 140
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The Power of Intent

Harvard Business Review

A fellow business leader complained the other day that although he had repeatedly sought feedback, his team had never told him what they really thought about his management style. Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Two decades ago, the late C.K.

Power 15
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The Timeless Strategic Value of Unrealistic Goals

Harvard Business Review

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 10
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Do Customers Even Care about Your Core Competence?

Harvard Business Review

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. A provocative—possibly apocryphal—story has the late C.K. It needs to shed a few divisions and find and focus on an integrative core competence.

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Businesses Serving the Poor Need to Get Over Their Unease About Profit

Harvard Business Review

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.