Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.

Bureaucracy 9

Bureaucracy Long-term Short-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. This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.

Bureaucracy 9

Bureaucracy Long-term Short-term Intellectual Capital 9

Harvard Business Review

JUNE 12, 2013

In one presentation, we were exuberant about Big Data and Little Data, and in the next, speaking what seemed to be 1960''s voodoo psychographic language. In Clay Christensen''s words, customers "hire" products or other solutions because they have a specific job to fulfil, not because they belong to a certain segment.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

MARCH 17, 2016

They operate with extreme cost and process efficiency, which enables them to enjoy good margins and profits even while charging low prices. Successful transformation from a high-price or mid-price position to a low-price one are extremely rare, though I will provide one example below. They have a high-growth, high-revenue focus.

Price 8

Price Airlines Govindarajan Long-term 8

Harvard Business Review

MARCH 1, 2012

In the work underlying Beyond Performance , we found a technique we call 'laddering' that even the most hard-nosed business operators can feel comfortable with; the reason is that it closely resembles the "five whys" approach lean organizations use to get to the root causes of performance problems. Because it overheated," comes the reply.

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent. These are all synchronized systems. In nature, the purpose of a system is hardwired.

Organization 8

Organization Prahalad Airlines Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent. These are all synchronized systems. In nature, the purpose of a system is hardwired.

Organization 8

Organization Prahalad Airlines Hamel 8

Harvard Business Review

FEBRUARY 14, 2011

Although it is too early to tell if Tunisia and Egypt will prove the exceptions rather than the rule when it comes to dramatic political transitions in the Middle East, multinationals operating in the region have already faced significant losses. Next, firms would assess the likely impact of alternative scenarios on their operations.

Strategy 13

Strategy Politics Short-term Long-term 13

The Horizons Tracker

SEPTEMBER 15, 2020

They’re comfortable operating in an environment where “moving fast and breaking things” is not tolerable, and where the education, energy supply, and financial services that many Silicon Valley startups take for granted cannot be guaranteed. “The They strive not only to make money, but make a tangible difference to society.

Innovation 86

Innovation Venture Capitalist Entrepreneur Crisis 86

Harvard Business Review

OCTOBER 20, 2011

That only makes sense if you are operating in a state of equilibrium—which might have been close enough to the truth in some sepia-toned time. Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. To maximize this, a company should prioritize the innovation that leads to the greatest value.

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13