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The Guru's Guide to Creating Thought Leadership

Harvard Business Review

During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. So what did Hamel and Prahalad add? Hamel and Prahalad combined the old resource view with an emphasis on differentiation, made popular in the 1980s by Michael Porter. How Ethical Are You?

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Bureaucracy Must Die

Harvard Business Review

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. Rules tightly circumscribe discretion.

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Bureaucracy Must Die

Harvard Business Review

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. Rules tightly circumscribe discretion.

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The Fine Line Between When Low Prices Work and When They Don’t

Harvard Business Review

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 takes a special kind of company, from the CEO on down, to make a low-price position sustainable and profitable.

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Change Your Employees' Minds, Change Your Business

Harvard Business Review

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.

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