Harvard Business Review
NOVEMBER 13, 2012
Zeitgeist, German for "spirit of the time," is the complex interplay of economic, technological, political, and social forces that can determine which ideas will flop and which will fly in a particular moment. So what did Hamel and Prahalad add? Tune Your Idea to the Zeitgeist. Link the New to the Old.
LDRLB
FEBRUARY 10, 2014
but what is it that makes it so difficult to do all those four things and to be successful in those different elements? Now, of course, increasingly technology is changing the way that information is distributed around organizations. But tell me a little bit how that project got started and where is it going?
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Harvard Business Review
OCTOBER 22, 2012
Gary Hamel and C.K. By developing very different capabilities than Xerox's, Canon created a new recipe for success, and in the process short-circuited Xerox's ability to retaliate quickly. Hamel and Prahalad have an entirely different point of view. JFK's intent produced many breakthrough technologies.
Harvard Business Review
NOVEMBER 24, 2017
Leading disk-drive manufacturers found it nearly impossible to maintain their success when the technology and market structure began to change. In other words, their previous success meant that employees failed to challenge the once-successful strategy—that strategy was instead challenged by new market entrants.
Harvard Business Review
OCTOBER 26, 2018
“First, let’s fire all the managers” said Gary Hamel almost seven years ago in Harvard Business Review. Companies need to learn that their successes should not distract them from innovation. pchyburrs/Getty Images. Idris Mootee, CEO of Idea Couture Inc., The best time to innovate is all the time.”
Harvard Business Review
APRIL 12, 2012
Core insights are a complement to the familiar notion of core competencies , which were first advocated by Gary Hamel and the late C.K. But the success of the Prius wasn't a slam dunk. So how do you sell a more expensive economy car, especially one with an unfamiliar, unproven technology? in a new way.
Harvard Business Review
MAY 6, 2013
However, time and time again, statistics show that CIO and C-suite alignment drives financial success. Increasingly, the CIO and IT must be seen less as merely developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it.
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