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. Intent continues to be imperative for business success today.

Power 15

Power McTaggart Prahalad Hamel 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. These were great companies with top-notch leadership, solid management processes, and access to the best and brightest strategists. Yet they stumbled anyway.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

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. I've found shortcutting this process, or failing to explore how design can align with strategy, will only limit market and financial success.

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. 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.

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 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

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.

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.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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. Now we need managers to shift from a mindset of optimizing an equilibrium to adapting to and capitalizing on a dynamic business ecology. Wellness checkups? Better working conditions?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

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