In the CEO Afterlife

APRIL 28, 2012

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. At the risk of this blog appearing as an advertorial for Harvard, I’ll gladly admit that Harvard Business Review was my favorite management resource.

Mentor 228

Mentor Advertorial Kotter Hamel 228

Eric Jacobson

MAY 7, 2018

Prahalad and Venkat Ramaswamy who wrote "We're entering a 'bottom-up' economy in which consumers will migrate to businesses that allow them to be participants in the process of creating what they want." Calvert : The good news is that the behaviors of leadership don't require any special knowledge, skills, systems or permissions.

Ramaswamy 50

Ramaswamy Open-book Prahalad Bottom-up 50

Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. Once an individual starts… Greyston provides them with resources, personal development tools and training in professional skills to give them the greatest chance… Founded in 1982 by Bernie Glassman, Greyston now does $3.5 million in annual revenues.

Productivity 50

Productivity Products Prahalad Open-book 50

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

MARCH 29, 2011

These were great companies with top-notch leadership, solid management processes, and access to the best and brightest strategists. Managers of successful firms tend to become complacent and even arrogant, assuming that past performance will continue and that the formulas that worked previously will work in the future.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

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. Prahalad's story of four monkeys sitting in a cage with a bunch of bananas hanging from the roof, accessible by a set of steps.

Banking 15

Banking Prahalad Hamel Emotional Intelligence 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. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9