In the CEO Afterlife

APRIL 28, 2012

A client in need of innovation? Prahalad and Henry Mintzberg joined me as silent colleagues. In the early days of my 40 year business career, I was lucky to work under two gentlemen who instilled several critical success factors that guided me from Brand Manager to CEO. Yep, I can help with that,” I’d say.

Mentor 228

Mentor Advertorial Kotter Hamel 228

Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. They prove that the most economically disadvantaged people on the planet create a great market for social entrepreneurs – AND provide a terrific testing ground for innovation and cost control. This can be part of your strategy. million in annual revenues.

Productivity 50

Productivity Products Prahalad Open-book 50

Harvard Business Review

NOVEMBER 13, 2012

trade deficit with Japan grew through the 1980s, for example, influential thinkers increasingly focused on how managerial innovations used in Japanese firms might be imported and adapted in the U.S. So what did Hamel and Prahalad add? Similarly, scholars in the U.S. As the U.S. Pick an Apt Objective. Link the New to the Old.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. Independent of any altruistic motives, engaging with the BOP can help designers and innovators gain insight into the following three key issues: 1. Due to the recession, they're making a comeback in the U.S.,

Prahalad 15

Prahalad Business Model Early Adopters Innovation 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. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. We’ve been advocates for innovation, but haven’t systematically dismantled the barriers that keep it marginalized.

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. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. We’ve been advocates for innovation, but haven’t systematically dismantled the barriers that keep it marginalized.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MARCH 17, 2016

The skills and traits to pull that off — such as cost-consciousness, relentless efficiency, and customer-driven design — must be anchored in the company and its culture from the very beginning. The choice of the price position affects the overall business model, the product quality, branding, and how to innovate.

Price 8

Price Airlines Govindarajan Advertising 8