Harvard Business Review

NOVEMBER 13, 2012

Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. For example, a British study showed the precise ways in which management gurus in the 1980s U.K.

Prahalad 16

Prahalad Hamel Core Competence Leadership 16

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. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.

Bureaucracy 10

Bureaucracy Short-term Long-term Intellectual Capital 10

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. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.

Bureaucracy 10

Bureaucracy Short-term Long-term Intellectual Capital 10

Harvard Business Review

MARCH 1, 2012

But we've found that leaders can create and sustain stronger business results if they understand — and manage — how employees approach their work every day. Laddering mirrors the five whys, applying it to people's mindsets instead of operational problems. Because it overheated," comes the reply.

Banking 16

Banking Prahalad Hamel Emotional Intelligence 16