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 15

Prahalad Hamel Core Competence Leadership 15

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. A provocative—possibly apocryphal—story has the late C.K. It needs to shed a few divisions and find and focus on an integrative core competence.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

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. Prahalad called the bottom of the pyramid. As Jason Saul argues in his new book Social Innovation Inc. ,

Prahalad 15

Prahalad NGO Long-term Energy 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. Power trickles down. Managers assess performance. It misallocates power, since promotions often go to the most politically astute rather than to the most prescient or productive. To manage” is “to control.”.

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. Power trickles down. Managers assess performance. It misallocates power, since promotions often go to the most politically astute rather than to the most prescient or productive. To manage” is “to control.”.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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. The power of mindsets is brought home by Gary Hamel and C.K. They've all learned the rule that "You don't grab the bananas around here.".

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

OCTOBER 4, 2012

Prahalad in their HBR piece — Strategic Intent. But concreteness has the power to elevate aspiration as well. He is now a faculty member at the Stanford Graduate School of Business, where he teaches a class called "The Strategic Management of Nonprofits." We need — using the language from Gary Hamel and C.K.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Prahalad in their HBR piece — Strategic Intent. But concreteness has the power to elevate aspiration as well. He is now a faculty member at the Stanford Graduate School of Business, where he teaches a class called "The Strategic Management of Nonprofits." We need — using the language from Gary Hamel and C.K.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

FEBRUARY 14, 2011

Developments in the Middle East — first the removal of long-time Tunisian President Zine el-Abidine Ben Ali in January 2011 and now Hosni Mubarak's stepping down in Egypt — suggest that authoritarian regimes in the region are not immune to "people power."

Strategy 14

Strategy Politics Short-term Long-term 14

Harvard Business Review

MARCH 15, 2011

This is driven by the successes of product-design leaders like Apple, and a macroeconomic environment that demands better risk management. They typically possess considerable experience in this area and can be a valuable asset to managers. Today, designers and business leaders are working together more closely than ever.

Prahalad 14

Prahalad Budgeting Creativity Fashion 14

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. corporation than "what's the ROE on that?" Social media spending? Wellness checkups? Better working conditions?

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13