Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. Core insights are a complement to the familiar notion of core competencies , which were first advocated by Gary Hamel and the late C.K. This is especially problematic when companies decide to innovate. 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. 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

JULY 20, 2011

You're invited to play a real role in influencing the destiny of the company by joining your colleagues in a stock market-based game called "Mutual Fun." Imagine a typical stock market portfolio, but instead of buying and selling shares of stock and other financial instruments, players float, advance and develop portfolios of ideas.

Innovation 12

Innovation Proposal Webinar Hamel 12

Harvard Business Review

MAY 2, 2013

In the same way that markets have always outperformed command economies, the transactional efficiencies possibly lost are more than made up for by the ecosystems value effectiveness. Digital business ecosystems dynamically create and operate value chains that extend their participants'' markets. The nature of competition is changing.

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. Gary Hamel and C.K. Apple and Google, of course, have been successful across a variety of market contexts. He called the phenomenon the strength of weak ties.

Organization 8

Organization Prahalad Airlines 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. Gary Hamel and C.K. Apple and Google, of course, have been successful across a variety of market contexts. He called the phenomenon the strength of weak ties.

Organization 8

Organization Airlines Prahalad Hamel 8