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. Forward-looking. Hard to follow.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

OCTOBER 17, 2013

In other words, the focus understandably centers on measurably improving the perceived core competence—selling better, manufacturing better, marketing better, hiring even better talent, cutting costs better. FedEx’s competencies in digital and transportational networks are its innovation platforms.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

JULY 20, 2011

For all of the fervor around innovation, far too many organizations are hostile places for new ideas and the people who harbor them. All too often, new ideas are cooked up in a hothouse environment, like the executive inner sanctum or an invitation-only innovation offsite, and not shared widely until they've been sanctioned from on high.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

MAY 2, 2013

Only a small percentage came up with anything that was truly innovative. This will lead to new business models, new processes, more meaningful business interactions, innovation, improved and faster decision making, and a more agile organization. What does it mean to view innovation as the only competitive advantage?

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

A study of star engineers at Bell Labs found that the most accomplished ones worked in a close-knit group, but also frequently reached out to people outside of it. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

A study of star engineers at Bell Labs found that the most accomplished ones worked in a close-knit group, but also frequently reached out to people outside of it. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8