Harvard Business Review

DECEMBER 1, 2010

Leaders of these companies now believe that "doing good" can be a powerful strategy for growing markets, stimulating innovation, motivating employees, tapping into new talent pools, and actually reducing costs. As Jason Saul argues in his new book Social Innovation Inc. , Prahalad called the bottom of the pyramid.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

NOVEMBER 14, 2011

That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. Think of Charles Darwin, the ultimate disruptive innovator. In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets. It's a fair question.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. In this environment, control is a necessary but far from sufficient prerequisite for success.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. In this environment, control is a necessary but far from sufficient prerequisite for success.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MARCH 17, 2016

The choice of the price position affects the overall business model, the product quality, branding, and how to innovate. 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. They focus on core products.

Price 8

Price Airlines Govindarajan Advertising 8

Harvard Business Review

NOVEMBER 5, 2014

There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

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. So here's our candidate: we believe that corporations would do better for all their stakeholders and avoid the risks of runaways by focusing on Return on Innovation. Wellness checkups?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

Harvard Business Review

MAY 12, 2015

Focusing on a few key success factors, critical resources, and core competencies (maybe a reference to C. Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). While either approach can be successful, the two are for him not economically (or, I think, morally) equivalent. .”

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8