Harvard Business Review

NOVEMBER 14, 2011

Who is the most influential living management thinker? That is the question that the Thinkers50, the biennial global ranking of management thinkers , seeks to answer. But, celebrating the very best new thinking in management matters for three reasons. Second, management matters. It's a fair question.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Marshall Goldsmith

FEBRUARY 8, 2018

Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. Co-author: Predictable Magic.

Executive Coaching 70

Executive Coaching CEO Banking Magazine 70

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

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. But according to Prahalad and Hamel, firms should set unrealistic goals, not realistic goals.

Goal 10

Goal Prahalad Hamel CPA 10

Harvard Business Review

FEBRUARY 18, 2013

A fellow business leader complained the other day that although he had repeatedly sought feedback, his team had never told him what they really thought about his management style. Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Intent continues to be imperative for business success today.

Power 15

Power McTaggart Prahalad Hamel 15

Harvard Business Review

MARCH 29, 2011

Gary Wendt, CEO of GE Capital during its heyday, once said to me that the secret of his continuing success was the fear that his business could fall off a cliff at any moment. These were great companies with top-notch leadership, solid management processes, and access to the best and brightest strategists. Yet they stumbled anyway.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

Harvard Business Review

JUNE 13, 2012

Prahalad and his colleagues more than a decade ago in a series of articles and books, and it has stuck in the minds of businesspeople, policy makers, and nonprofits despite results that can only be described as dismal. Prahalad's brilliance and persuasiveness certainly had something to do with it. It's practically the law of the land.

Microfinance 14

Microfinance Prahalad Bottom-up Banking 14

Harvard Business Review

DECEMBER 1, 2010

We're years away from the point where doing good will be the accepted norm for successful businesses. But just because your company is not fully evolved on the social change scale doesn't mean that there's nothing you (as a manager) can do. Prahalad called the bottom of the pyramid.

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. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools.

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. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools.

Bureaucracy 10

Bureaucracy Short-term Long-term Intellectual Capital 10

Harvard Business Review

NOVEMBER 23, 2012

Although this seems counterintuitive to corporate leaders charged with top line growth, they demonstrated an Innovation Management best practice called "Systemic Authenticity.". It is the world's first broad look for statistics underlying Innovation Management practices. In a study by Dr. Rajendra S. and What are our Core Competencies?

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

NOVEMBER 5, 2014

Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. Managing people' Loose connections. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. Managing people' Loose connections. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

FEBRUARY 14, 2011

There is a danger that even after dealing with the crisis, managers will continue to give short shrift to their nonmarket and other fundamental corporate choices. Managers often think about strategy in narrow terms, engaging consultants to advise on such questions as divisional structures and the restructuring of reporting lines.

Strategy 13

Strategy Politics Short-term Long-term 13

The Horizons Tracker

SEPTEMBER 15, 2020

“And while the public had a clear appetite for new technologies to be managed to mitigate such risks and harms, less than a third were confident politicians were doing enough.” It’s pleasing that successful ecosystems are breaking out from Silicon Valley and other global hubs, and democratizing innovation.

Innovation 86

Innovation Venture Capitalist Entrepreneur Crisis 86

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. I've found shortcutting this process, or failing to explore how design can align with strategy, will only limit market and financial success.

Prahalad 14

Prahalad Budgeting Creativity Fashion 14

Harvard Business Review

OCTOBER 20, 2011

We think there's more to business success — and that something as straightforward as a simple equation could put capitalism on a better path. Now we need managers to shift from a mindset of optimizing an equilibrium to adapting to and capitalizing on a dynamic business ecology. Wellness checkups? Better working conditions?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12