Harvard Business Review

NOVEMBER 13, 2012

Take Hamel and Prahalad's 1990 HBR article, "The Core Competence of the Corporation," which suggests that firms should identify some activity at which they already excel or could plausibly excel in the future, and make that the centerpiece of their strategy. So what did Hamel and Prahalad add? How Ethical Are You?

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

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

Marshall Goldsmith

FEBRUARY 8, 2018

Deepa Prahalad – Focused on design and emerging markets. Black Enterprise Magazine ‘Top 100 Most Powerful Executives in Corporate America’ and ‘50 Most Powerful Women in Corporate America’. World authority on project management. Co-author: Predictable Magic. Inaugural member of Thinkers50 India.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

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. Deepa Prahalad is a strategy consultant and co-author (with Ravi Sawhney) of Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business (Wharton School Publishing, 2010).

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

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. ,

NGO 15

NGO Prahalad Long-term Energy 15

Harvard Business Review

NOVEMBER 14, 2011

They have the power to change the world. 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. But, celebrating the very best new thinking in management matters for three reasons. First, ideas are important. Ideas define our humanity.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

APRIL 12, 2012

For example, Honda's strategy was to quickly absorb its hybrid technology into models that looked no different than standard gasoline-powered ones. I call these types of insights core insights, a concept which I first introduced in my book, Innovation X. But whereas core competencies are about know-how, core insights are about know-why.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

MARCH 17, 2016

Prahalad said that the ongoing growth in China, India, and other emerging economies means that every year millions of consumers acquire enough purchasing power to afford mass-produced products for the first time, albeit at ultra-low prices. In his book The Fortune at the Bottom of the Pyramid , the late C.

Price 8

Price Airlines Long-term 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. 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

First Friday Book Synopsis

FEBRUARY 4, 2011

Here is an excerpt from a brilliant article co-authored by Tim Brown and Jocelyn Wyatt for Stanford Social Innovation Review (Winter 2010).

Innovation 97

Innovation Newsletter Review Article 97

Harvard Business Review

MARCH 1, 2012

The power of mindsets is brought home by Gary Hamel and C.K. Prahalad's story of four monkeys sitting in a cage with a bunch of bananas hanging from the roof, accessible by a set of steps. Whenever the monkeys try to climb the steps to get to the bananas, they are blocked by a blast of cold water.

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

OCTOBER 4, 2012

Prahalad in their HBR piece — Strategic Intent. But concreteness has the power to elevate aspiration as well. A powerful strategic intent inspires people partially because it answers the question, "How will we know when we are done?". We need — using the language from Gary Hamel and C.K.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Prahalad in their HBR piece — Strategic Intent. But concreteness has the power to elevate aspiration as well. A powerful strategic intent inspires people partially because it answers the question, "How will we know when we are done?". We need — using the language from Gary Hamel and C.K.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

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 Airlines 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

Ravi Sawhney is founder and CEO of RKS Design and co-author, with Deepa Prahalad , of Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business (Wharton School Publishing, 2010). But they're a great way to connect with your design team and initiate the collaborative process with promise.

Prahalad 14

Prahalad Budgeting Creativity Fashion 14

Harvard Business Review

OCTOBER 20, 2011

There is no more powerful question in a U.S. 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. Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. Social media spending?

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13