Harvard Business Review

OCTOBER 13, 2023

Case-in-point: the Bottom of the Pyramid theory, created by Indian-American researcher and author CK Prahalad. Prahalad argued that the world’s poorest people constituted the “bottom of the pyramid” (BoP) and presented a massive opportunity for the world’s wealthiest companies.

Prahalad 21

Prahalad Productivity Products Marketing 21

First Friday Book Synopsis

DECEMBER 14, 2012

Yves Doz is Professor of Strategic Management and Solvay Chaired Professor of Technological Innovation, INSEAD. Prahalad, a close colleague and friend, he is at the origin of the integration responsiveness (I/R) grid, which became a core framework in international management. Together with C.K.

Prahalad 80

Prahalad Innovation Technology Books 80

Marshall Goldsmith

SEPTEMBER 19, 2011

In some cases, brilliant technical experts should continue to be brilliant technical experts - and not feel obligated to become managers. Marshall Every two years there is a global survey to determine the world’s top 50 business thinkers. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14.

Prahalad 127

Prahalad Uncertainty CEO Leadership 127

Marshall Goldsmith

OCTOBER 10, 2011

A: The standard PR hype that goes with an acquisition sounds something like this, "We are so impressed with management and the direction of the company that we are acquiring that we have no interest in changing them. Marshall Every two years there is a global survey to determine the world’s top 50 business thinkers. Life is good.

Advice 105

Advice Prahalad PR Loyalty 105

Marshall Goldsmith

OCTOBER 31, 2011

Your successor is going to manage your organization in the future - not you. Marshall Every two years there is a global survey to determine the world’s top 50 business thinkers. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Life is good.

Prahalad 127

Prahalad Objective Survey Participative 127

Marshall Goldsmith

AUGUST 29, 2011

If he were only you, you wouldn't have any problems as his manager." Marshall Every two years there is a global survey to determine the world’s top 50 business thinkers. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. I would have never done what he did in that meeting." "I Life is good.

Prahalad 175

Prahalad Advice Report Learning-by-Doing 175

Marshall Goldsmith

FEBRUARY 8, 2018

Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. Co-author: Predictable Magic.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Marshall Goldsmith

AUGUST 1, 2011

But I hope that these ideas help you manage a thorny situation in the best way you can. Marshall Every two years there is a global survey to determine the world’s top 50 business thinkers. In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Life is good.

Prahalad 105

Prahalad How To Guidelines Class 105

Marshall Goldsmith

JULY 18, 2011

My friends, David Ulrich and Norm Smallwood have discussed how this same process can be applied to corporate managers who develop their own brands as leaders (BusinessWeek.com, 10/2/07). Marshall Every two years there is a global survey to determine the world’s top 50 business thinkers. Life is good.

Ulrich 134

Ulrich Hersey Prahalad Mission Statement 134

Sales Wolf Blog

JULY 9, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional! Prahalad, but you'll also get the thoughts and opinions of business professionals from successful start-ups, non-profits, and boutique enterprises that serve very specific niches in their respective markets. License. .

Company 140

Company Human Resources Prahalad Resources 140

Harvard Business Review

NOVEMBER 14, 2011

Who is the most influential living management thinker? That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. But, celebrating the very best new thinking in management matters for three reasons. Second, management matters. It's a fair question.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

FEBRUARY 18, 2013

A fellow business leader complained the other day that although he had repeatedly sought feedback, his team had never told him what they really thought about his management style. Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Two decades ago, the late C.K.

Power 15

Power McTaggart Prahalad Hamel 15

Harvard Business Review

MARCH 29, 2011

These were great companies with top-notch leadership, solid management processes, and access to the best and brightest strategists. Managers of successful firms tend to become complacent and even arrogant, assuming that past performance will continue and that the formulas that worked previously will work in the future.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

Harvard Business Review

DECEMBER 1, 2010

But just because your company is not fully evolved on the social change scale doesn't mean that there's nothing you (as a manager) can do. Prahalad called the bottom of the pyramid. We're years away from the point where doing good will be the accepted norm for successful businesses. How much energy are you consuming?

Prahalad 15

Prahalad NGO Long-term Energy 15

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

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

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. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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. Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. Prahalad called this concept strategic intent.

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. Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. Prahalad called this concept strategic intent.

Organization 8

Organization Airlines Prahalad Hamel 8

The Horizons Tracker

SEPTEMBER 15, 2020

Through the work of the Global Institute of Innovation Districts they highlight the work of ecosystems from Melbourne to Milan, St Louis to Stockholm, all of whom are working to further the development of a vaccine for the virus. Globally competitive. Speeding the recovery. growth and dynamism.

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

FEBRUARY 14, 2011

There is a danger that even after dealing with the crisis, managers will continue to give short shrift to their nonmarket and other fundamental corporate choices. Managers often think about strategy in narrow terms, engaging consultants to advise on such questions as divisional structures and the restructuring of reporting lines.

Strategy 13

Strategy Politics Short-term Long-term 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. They typically possess considerable experience in this area and can be a valuable asset to managers. Today, designers and business leaders are working together more closely than ever.

Prahalad 13

Prahalad Budgeting Creativity Fashion 13

Harvard Business Review

OCTOBER 20, 2011

He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. That value must be measured across all stakeholders.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12