In the CEO Afterlife

APRIL 28, 2012

I came up through marketing; quite honestly, during my years in marketing I hadn’t given much thought to HR. Prahalad and Henry Mintzberg joined me as silent colleagues. One of my mentors was brilliantly creative, the other skillfully strategic. Human Resources. Dispute Resolution. A client in need of innovation?

Mentor 228

Mentor Advertorial Kotter Hamel 228

Strategy Driven

MARCH 16, 2016

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. They prove that the most economically disadvantaged people on the planet create a great market for social entrepreneurs – AND provide a terrific testing ground for innovation and cost control. million in annual revenues.

Productivity 50

Productivity Products Prahalad Open-book 50

Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. The bar for usability is very high in developed markets because of an abundance of choice and competition. Yet businesspeople and designers still have much to learn from and about the BOP consumer. too : from 4.8%

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

Harvard Business Review

MARCH 17, 2016

The skills and traits to pull that off — such as cost-consciousness, relentless efficiency, and customer-driven design — must be anchored in the company and its culture from the very beginning. It also determines which market segments the company will serve and what channels it will use to reach them.

Price 8

Price Airlines Govindarajan Advertising 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. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Almost 25 years ago in the pages of HBR , C.K.

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. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. Almost 25 years ago in the pages of HBR , C.K.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9