Harvard Business Review

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. It needs to shed a few divisions and find and focus on an integrative core competence. The customer is the ultimate beneficiary of these enhanced core competencies—not the driver or determinant.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

NOVEMBER 13, 2012

trade deficit with Japan grew through the 1980s, for example, influential thinkers increasingly focused on how managerial innovations used in Japanese firms might be imported and adapted in the U.S. So what did Hamel and Prahalad add? Similarly, scholars in the U.S. As the U.S. Pick an Apt Objective. Link the New to the Old.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. This is especially problematic when companies decide to innovate. If they can't replicate the thinking driving your innovations, they'll be doomed to "me too" status.

Core Competence 14

Core Competence Prahalad Hamel Brand 14