Yves Doz and Keeley Wilson: An interview by Bob Morris

First Friday Book Synopsis

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. Yves Doz is Professor of Strategic Management and Solvay Chaired Professor of Technological Innovation, INSEAD. He started working on innovation and multinationals during his doctoral studies at the Harvard Business School, in the 1970s. Together with C.K.

Books 77

Competitive Advantage from the Bottom of the Pyramid

LDRLB

In a world where global competition is absolute, companies are looking at new ways to gain sustained competitive advantages. Global firms have employed blue ocean strategies to cater their services and offerings to the BoP (Bottom of Pyramid). Prahalad , the brilliant management guru. Instead, Prahalad introduces a new framework, the 4 As – Awareness, Access, Affordability and Availability. Strategy bottom of the pyramid prahalad strategy

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Chris Zook on the importance of “Commander’s Intent”

First Friday Book Synopsis

Here is an excerpt from an article written by Chris Zook and featured at the Thinkers50 website, an organization whose definitive global ranking of management thinkers is published every two years. The 2009 winner was CK Prahalad. Bob's blog entries “Great Repeatable Models” Bain & Company Chris Zook on the importance of "Commander's Intent" CK Prahalad.

Books 73

Welcome to Thinkers50, one of the best online sources for brain food

First Friday Book Synopsis

Thinkers50 offers the definitive global ranking of management thinkers and is published every two years. The 2009 winner was CK Prahalad. The ranking is based on voting at the Thinkers50 website and input from a team of advisers led by Des Dearlove and Stuart Crainer. The Thinkers50 has ten established criteria by which thinkers are [.].

Books 77

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part Two

First Friday Book Synopsis

He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation. Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC. His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services […].

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part One

First Friday Book Synopsis

He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation. Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC. His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services and transportation companies.

Voting ends Sept 1st for Thinkers50 Top Management Thinker Award for 2013

Marshall Goldsmith

It is now the premier global ranking of management thinkers. Previous winners of the Top Management Thinker Award have included Peter Drucker (2001 & 2003), Michael Porter (2005), CK Prahalad (2007 & 2009), and Clayton Christensen (2011). Dear Friends, We are nearing the 2013 Thinkers50 biannual awards. If you haven’t yet heard of Thinkers50, here is a little background. Thinkers50 was launched in 2001.

7 Steps to Boost Your Leadership Self-Confidence

Marshall Goldsmith

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. Q: What advice do you have for a leader whose bosses say needs to exhibit more self-confidence while still being collaborative and authentic? A: Thank you for this great question.

Three Traps to Avoid When Choosing a Successor

Marshall Goldsmith

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. Q: Many otherwise objective leaders seem to have real difficulty in evaluating their potential successors. From your experience, why does this happen? Can it be avoided? A: When evaluating our potential successors, we should first look at ourselves.

Change the Way You Define Yourself

Marshall Goldsmith

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. Q: Sometimes I think that my biggest enemy is me. Why do we say and do things that limit our own success? A: We all have a list of characteristics and behaviors that we use to define who we are.

When is Spinning the Message a Good Thing?

Marshall Goldsmith

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. Q: In our company we value integrity, yet leaders - especially in marketing - are taught to "spin" to make products and services sound good to clients. When is "spinning" a message a good thing? When it is wrong?

Not Everyone Is Just Like You

Marshall Goldsmith

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. He is a great executive. A self-starter, he prides himself on being able to land on his feet in virtually any new environment. He is extremely intelligent, hard-working, creative, and entrepreneurial. He gets the job done.

Advice for the Acquired

Marshall Goldsmith

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. Q: Our company is about to be acquired. My friends have warned me that this can spell trouble. Do you have suggestions for professionals in acquired companies?

Advice for Marketing Executives During Tough Times

Marshall Goldsmith

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. Q: Do you have any specific suggestions for marketing executives in this challenging climate? A: Great question. During hard times companies often cut back on marketing budgets.

Possibility Maximizer: Fast Company's 30 Second MBA

Sales Wolf Blog

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.  You will also find a strong global representation at the 30 Second MBA with speakers from around the world stopping by to share their unique perspective on the topic of the week.

Blog 126

Demonstrating the Entrepreneurial Spirit

Marshall Goldsmith

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. After the publication of one of my BusinessWeek articles, I received many passionate e-mails from parents and educators thanking me for writing the piece and sharing their beliefs in the importance of instilling the entrepreneurial spirit in young people.

Hersey 112

Become a More Effective Leader by Asking One Tough Question

Marshall Goldsmith

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. What prevents us from making the changes we know will make us more effective leaders? Great question.

Had a Tough Year? Make Peace and Move On

Marshall Goldsmith

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. My bank has lost billions of dollars because of bad investments - which I didn't make. Now I am facing budget cutbacks, getting no bonus, reducing my staff, and being expected to contribute more. This really makes me angry! Any suggestions?

Choosing to Change

Marshall Goldsmith

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've had the good fortune to work with some of the most successful people in the business world. One thing I've noticed about them is they have unflappable optimism - they believe they will succeed, even under tough circumstances.

8 Business-Travel Tips

Marshall Goldsmith

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. Q: I read that you have flown millions of miles. I don't see how you do it. Do you have any suggestions for making air transportation less painful? A: In my work, I spend a lot of time on the road.

Travel 101

Self-Confidence and Success

Marshall Goldsmith

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. One common characteristic of the great leaders I meet is self-confidence, which of course makes sense. Leaders have to inspire confidence in others. It would be difficult for others to believe in us if we don't even believe in ourselves. Great leaders have to take risks.

Measuring Up On the Job - and On the Homefront

Marshall Goldsmith

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. In business we spend a great deal of time measuring. We keep close tabs on sales, profits, rate of growth, and return on investment. In many ways, part of being an effective leader is setting up systems to measure everything that matters.

Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

Deepa Prahalad – Focused on design and emerging markets. Mark Tercek – President and CEO, Nature Conservancy – world leader in global conservation. World Economic Forum – Global Leader for Tomorrow. Former Chairman and Chief Executive Officer Global Debt Registry (MHR). Kathleen Wilson-Thompson – EVP and Global CHRO, Walgreens Boots Alliance. Builder of global brands including Alka-Seltzer, Chevrolet, and Deloitte & Touche.

CEO 70

How to Terminate a Great Performer in a Tough Economy

Marshall Goldsmith

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. Q: Our company has had a terrible year because one of our divisions completely tanked. Although my division had a fantastic year, corporate cutbacks mean that I have to lay off some great people. Do you have any suggestions on how to best handle this tough situation?

Are CEOs Really India’s Leading Export?

Harvard Business Review

A systematic analysis of mid-2013 data on the world’s largest firms by revenue, the Fortune Global 500, shows that at that time only three non-Indian firms were led by Indian CEOs: Arcelor Mittal (Lakshmi Mittal), Deutsche Bank (Anshu Jain), and PepsiCo (Indra Nooyi). Does the paucity of Indians at the top of non-Indian Fortune Global 500 corporations mean that the late C. Prahalad’s assertion that “Growing up in India is an extraordinary preparation for management” was wrong?

Go for It, Brett; Retiring Successfully Is Harder Than It Looks

Marshall Goldsmith

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. After retiring, why do so many athletes like Brett Favre change their minds and come back? Why can't they just go out on top? After announcing his retirement, Brett Favre was asked, "What are some things that you are looking forward to doing?" Nothing," he replied.

Businesses Serving the Poor Need to Get Over Their Unease About Profit

Harvard Business Review

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. Global business NIM

Why Entrepreneurs Will Beat Multinationals to the Bottom of the Pyramid

Harvard Business Review

Prahalad and Stuart Hart’s seminal book The Fortune at the Bottom of the Pyramid gained a wide audience when it was published in 2004 and has continued to be widely read ever since. On the fifth anniversary of the book’s publication, Professor Prahalad was interviewed by Knowledge@Wharton. Prahalad asserted that the impact had been “profound,” citing the $200 laptop computer, the spread of cell telephones, and Kenya’s M-PESA text- messaging funds transfer service.

Beyond Core Competence

Harvard Business Review

Others like Kodak and Nokia are re-strategizing in order to remain relevant in a dynamic global market. Prahalad and Gary Hamel's HBR classic Core Competence of the Corporation made popular the notion that knowing and mastering core business factors can be leveraged across products and markets. He recently edited Nanotechnology and Microelectronics: Global Diffusion, Economics and Policy. Competition Global business Tech industry

What Makes Social Entrepreneurs Different

Harvard Business Review

Prahalad's " bottom of the pyramid ," that began life as academic research. Entrepreneurship Global business Social enterpriseWhen social entrepreneurs say that they want to "work themselves out of a job" they are not making a glib statement to sound cool. They are merely stating the obvious — they want to fundamentally solve the problem that their solution is designed to address. Commercial entrepreneurs are different. They're out to standardize a business model.

Setting Strategy in Egypt's (and Other) Shifting Sands: A Four-Part Approach

Harvard Business Review

Prahalad noted several years ago, multinationals can both serve a key market and make profits by serving the "bottom of the pyramid." Global business Politics StrategyDevelopments in the Middle East — first the removal of long-time Tunisian President Zine el-Abidine Ben Ali in January 2011 and now Hosni Mubarak's stepping down in Egypt — suggest that authoritarian regimes in the region are not immune to "people power."

The Power of Intent

Harvard Business Review

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.". Despite the volatile world economy and the damage to the company's plants caused by the recent earthquake in Japan, he has committed to an ambitious plan: To boost Nissan's global market share and profits to 8% by 2016.

Design Lessons from the Consumer at the Bottom of the Pyramid

Harvard Business Review

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. Yes, there are notable examples of BOP innovation from global corporations (such as the GE portable ECG machine ) and emerging market companies (such as the Chotukool refrigerator) that have broken through in global markets. Close to a decade after the idea of the "Bottom of the Pyramid" (BOP) came into the business vocabulary (disclosure: my father, C.K.

When the Invincible Become "Vincible"

Harvard Business Review

Prahalad used to recommend that a company's strategy should be developed by its thirty-year-old rookies instead of its veterans: The new guard will be more vested in the future than the past. How are you preparing yourself today to compete in tomorrow's global economy? 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.

To Profit from Doing Good, Start Small

Harvard Business Review

Prahalad called the bottom of the pyramid. On a more modest scale, encourage your team members to do volunteer work in local communities; or have your team "adopt" specific development projects, such as those with Global Giving. It wasn't too long ago that corporations were the villains — polluting the environment , exploiting workers , and consuming energy and other resources without concern for long term consequences to the planet.

Seven Ways to Connect With Your Designer

Harvard Business Review

What follows are seven ways business leaders can better connect and collaborate with their design partners as these groups work together more closely and strategically: • Get Empathetic: Increasingly, businesses are developing products and services that need to connect with global consumers. Today, designers and business leaders are working together more closely than ever.

Why Management Ideas Matter

Harvard Business Review

That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. Prahalad's earlier insights on the opportunities waiting to be found at the bottom of the pyramid. Who is the most influential living management thinker? The results for 2011 are published today — 14 November. But does the ranking or the ideas it celebrates really matter? It's a fair question.

Get Your Organization to Run in Sync

Harvard Business Review

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. Hundreds of consumers standing in line at your local Apple store. Thousands of protesters rushing to flood the streets of Kiev, Istanbul, or Hong Kong. Millions of fireflies blinking on and off in complete unison. Even the unconscious beating of your heart.

Get Your Organization to Run in Sync

Harvard Business Review

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. Hundreds of consumers standing in line at your local Apple store. Thousands of protesters rushing to flood the streets of Kiev, Istanbul, or Hong Kong. Millions of fireflies blinking on and off in complete unison. Even the unconscious beating of your heart.

The Fine Line Between When Low Prices Work and When They Don’t

Harvard Business Review

Prahalad said that the ongoing growth in China, India, and other emerging economies means that every year millions of consumers acquire enough purchasing power to afford mass-produced products for the first time, albeit at ultra-low prices. The Wave, a motorbike manufactured by Honda for the Vietnamese market, provides clear, affirmative proof that a huge, global manufacturing company can win in the ultra-low-price segment against local competitors.

What Is Strategy, Again?

Harvard Business Review

Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price. He was hardly alone — that was evidently how most economists thought about competition, too.

Bureaucracy Must Die

Harvard Business Review

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria. Almost 25 years ago in the pages of HBR , C.K. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products.

Bureaucracy Must Die

Harvard Business Review

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. This post is part of a series leading up to the 2014 Global Drucker Forum , taking place November 13-14 in Vienna, Austria. Almost 25 years ago in the pages of HBR , C.K. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products.