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

For example, GE has gone from despoiling the Hudson River to jumpstarting the electric car industry through its commitment to purchase tens of thousands of zero emission vehicles. Similarly, Nike went from being vilified for its unfair treatment of workers to being applauded for setting industry standards for overseas working conditions.

Prahalad 15

Prahalad NGO Long-term Energy 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

NOVEMBER 23, 2012

Although this seems counterintuitive to corporate leaders charged with top line growth, they demonstrated an Innovation Management best practice called "Systemic Authenticity.". It is the world's first broad look for statistics underlying Innovation Management practices. In a study by Dr. Rajendra S.

Core Competence 8

Core Competence Prahalad Hamel Innovation 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. 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

The Horizons Tracker

SEPTEMBER 15, 2020

Over the last few decades, innovation activity has become concentrated in clusters or ecosystems, where finance, academia, industry and entrepreneurs rub shoulders to allow the free flow of ideas. Without it, I worry about a bleak picture for the recovery and follow-on growth.”. Globally competitive. A changing landscape.

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? As the industrial revolution progressed, society was enjoying enormous benefits from mass production, which brought former luxuries within middle class reach. Just as electronic commerce would later sweep business, mass production came to one industry after another. Social media spending?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12