Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. Yes, there are notable examples of BOP innovation from global corporations (such as the GE portable ECG machine ) and emerging market companies (such as the Chotukool refrigerator) that have broken through in global markets.

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

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

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.

Microfinance 13

Microfinance Prahalad Bottom-up Banking 13

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. At the same time, design consultancies are increasingly looked at to spearhead the development process — from consumer research to design to prototyping, manufacturing and packaging.

Prahalad 13

Prahalad Budgeting Creativity Fashion 13

Harvard Business Review

DECEMBER 1, 2010

We're years away from the point where doing good will be the accepted norm for successful businesses. Prahalad called the bottom of the pyramid. On a more modest scale, encourage your team members to do volunteer work in local communities; or have your team "adopt" specific development projects, such as those with Global Giving.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

MARCH 17, 2016

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. All successful low-price companies have focused on low prices and high volumes from the very beginning. In many cases they created radically new business models.

Price 8

Price Airlines Govindarajan Advertising 8

Harvard Business Review

FEBRUARY 14, 2011

Developments in the Middle East — first the removal of long-time Tunisian President Zine el-Abidine Ben Ali in January 2011 and now Hosni Mubarak's stepping down in Egypt — suggest that authoritarian regimes in the region are not immune to "people power."

Strategy 13

Strategy Politics Short-term Long-term 13

Harvard Business Review

OCTOBER 20, 2011

We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. Wellness checkups? Better working conditions? Return-on-equity hurdles threaten them all.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12