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

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. When combined with a smart marketing campaign, the car became a symbol of the whole environmental movement. A core insight provides forward-looking understanding of customer needs, behaviors, and market trends.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

MARCH 17, 2016

Don’t engage in over-the-top discounting that trains customers, both in B2C and B2B markets, to buy cleverly on price and price alone. It also determines which market segments the company will serve and what channels it will use to reach them. Honda once dominated the motorbike market in Vietnam, with a share of 90%.

Price 8

Price Airlines Govindarajan Advertising 8

Harvard Business Review

NOVEMBER 14, 2011

They have the power to change the world. In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets. Prahalad's earlier insights on the opportunities waiting to be found at the bottom of the pyramid. All the more galling when many businesses are struggling.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 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. It misallocates power, since promotions often go to the most politically astute rather than to the most prescient or productive. Almost 25 years ago in the pages of HBR , C.K. Tasks are assigned.

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. It misallocates power, since promotions often go to the most politically astute rather than to the most prescient or productive. Almost 25 years ago in the pages of HBR , C.K. Tasks are assigned.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

MAY 12, 2015

And so, he famously argued, in addition to the fierceness of price competition among industry rivals, the degree of competitiveness in an industry (that is, the degree to which players are free to set their own prices) depends on the bargaining power of buyers and of suppliers, as well as how threatening substitute products and new entrants are.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

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 13

Strategy Politics Short-term Long-term 13

Harvard Business Review

MARCH 15, 2011

I've found shortcutting this process, or failing to explore how design can align with strategy, will only limit market and financial success. Achieving internal alignment early can not only help ensure a more successful offering when brought to market, but can help deliver said offering much more quickly. Increase profitability?

Prahalad 14

Prahalad Budgeting Creativity Fashion 14

Harvard Business Review

OCTOBER 20, 2011

There is no more powerful question in a U.S. Conversely, why market cigarettes? 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. Second, an innovation should have the widest possible market.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12