Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. The bar for usability is very high in developed markets because of an abundance of choice and competition. Income Volatility — The focus on affordability alone cannot create a BOP success story.

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

Harvard Business Review

FEBRUARY 18, 2013

Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. As Hamel and Prahalad point out, a snapshot by itself yields little information about "whether the driver is out for a quiet Sunday drive or warming up for the Grand Prix.". Intent continues to be imperative for business success today.

Power 15

Power McTaggart Prahalad Hamel 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

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. We're years away from the point where doing good will be the accepted norm for successful businesses. Educate your team.

Prahalad 15

Prahalad NGO Long-term Energy 15

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. Increase profitability? Improve lives?

Prahalad 14

Prahalad Budgeting Creativity Fashion 14

Harvard Business Review

MARCH 17, 2016

Don’t engage in over-the-top discounting that trains customers, both in B2C and B2B markets, to buy cleverly on price and price alone. It also determines which market segments the company will serve and what channels it will use to reach them. The best cure I have found for these delusions is a cultural one.

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. Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. 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. Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 14, 2011

That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. From Alexander the Great to the modern day, the elements of management — from organizational behavior to supply chain management — have made the difference between success and failure. It's a fair question.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

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

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. In this environment, control is a necessary but far from sufficient prerequisite for success. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria.

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. In this environment, control is a necessary but far from sufficient prerequisite for success. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. Second, an innovation should have the widest possible market. There is no more powerful question in a U.S. Social media spending? As the late C.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12

Harvard Business Review

FEBRUARY 14, 2011

Meanwhile, they often fail to think deeply about truly strategic questions, involving political risk, like: how should we supply foreign markets? The preference for following the crowd is even greater when (as with foreign direct investment versus alternative routes to market) a choice is easy to communicate.

Strategy 13

Strategy Politics Short-term Long-term 13