Harvard Business Review

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. The company, Prahalad tells the CEO, is simply too complex and diverse. FedEx’s competencies in digital and transportational networks are its innovation platforms. A provocative—possibly apocryphal—story has the late C.K.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

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. Similarly, scholars in the U.S. As the U.S.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

OCTOBER 22, 2012

Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. Why does a statement like this produce breakthrough innovation? Gary Hamel and C.K.

Goal 9

Goal Prahalad Hamel CPA 9

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. But whereas core competencies are about know-how, core insights are about know-why.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

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. In the U.S.,

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

Harvard Business Review

FEBRUARY 21, 2011

It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. They have gone through different cycles of disruptive innovations, leaving some businesses, and creating new ones. Ndubuisi Ekekwe is a founder of the non-profit African Institution of Technology.

Core Competence 15

Core Competence Prahalad Film Hamel 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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K.

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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K.

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. Innovating our response to Covid-19. Practical solutions.

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

MAY 12, 2015

Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). Rapidly responding to ever-evolving competitive and market changes (perhaps a reference to Rita McGrath and Ian McMillan’s 1995 article on innovation strategy “Discovery Driven Planning” ). .”

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

OCTOBER 20, 2011

And in terms of its effects on managerial decision-making, the new system should create feedback and incentives that nudge managers toward innovating for tomorrow's world, not optimizing for today's. An innovation-based measure would lead to an acceleration in investment with positive benefits for growth. As the late C.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12