Harvard Business Review

APRIL 12, 2012

This is especially problematic when companies decide to innovate. If you don't have a clear understanding of why you are pursuing an innovation, you risk being wasteful and ineffective, and could lack strong differentiators from incumbents. What are our core insights that will lead us to market-shaping innovations?"

Core Competence 15

Core Competence Prahalad Hamel Brand 15

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.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

NOVEMBER 14, 2011

They have the power to change the world. Think of Charles Darwin, the ultimate disruptive innovator. In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets. The book introduced the idea of disruptive innovation to a generation of managers.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Power trickles down. Almost 25 years ago in the pages of HBR , C.K. Strategy gets set at the top.

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. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Power trickles down. Almost 25 years ago in the pages of HBR , C.K. Strategy gets set at the top.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MARCH 17, 2016

The choice of the price position affects the overall business model, the product quality, branding, and how to innovate. This is a strategy Tuck’s VG Govindarajan calls “reverse innovation.” That combination only occurs when a company has a clear, significant, and sustainable cost advantage over its competitors.

Price 8

Price Airlines Govindarajan Advertising 8

Harvard Business Review

MAY 12, 2015

And so, he famously argued, in addition to the fierceness of price competition among industry rivals, the degree of competitiveness in an industry (that is, the degree to which players are free to set their own prices) depends on the bargaining power of buyers and of suppliers, as well as how threatening substitute products and new entrants are.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

OCTOBER 20, 2011

There is no more powerful question in a U.S. To an extent not widely recognized, it was an equation in the first place that gave ROE the power to dominate not just investment decisions, but an entire business culture. An innovation-based measure would lead to an acceleration in investment with positive benefits for growth.

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13