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

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 Magazine Banking 70

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 9

Goal Prahalad Hamel CPA 9

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. So why does this Systemic Authenticity thing work?

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

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. Architecture.

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. 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. Architecture.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 5, 2014

These are all synchronized systems. Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. In nature, the purpose of a system is hardwired. Prahalad called this concept strategic intent. Firms with strong value systems seamlessly adapt to new challenges.

Organization 8

Organization Airlines Prahalad Hamel 8