Innovation Marketing Prahalad Team 
In the CEO Afterlife
APRIL 28, 2012
Most importantly, the implications and action steps became an ‘easy sell’ to my team. I came up through marketing; quite honestly, during my years in marketing I hadn’t given much thought to HR. A client in need of innovation? Prahalad and Henry Mintzberg joined me as silent colleagues.
Marshall Goldsmith
FEBRUARY 8, 2018
Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Deepa Prahalad – Focused on design and emerging markets. Rod MacKenzie – Executive Vice President, Chief Development Officer for Pfizer, member of Pfizer’s Executive Leadership Team.
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Harvard Business Review
APRIL 18, 2014
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.
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. As Jason Saul argues in his new book Social Innovation Inc. , Prahalad called the bottom of the pyramid.
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.". This term comes from The World Database of Innovation, a collaboration between my company, Innovators International, and the CTOs of our member companies.
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. Innovating our response to Covid-19. Practical solutions. Speeding the recovery. Globally competitive.
Harvard Business Review
NOVEMBER 5, 2014
It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent.
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