Trending Sources

Late Dr. C. K. Prahalad’s Business Wisdom

QAspire

After my talk at Ahmedabad Management Association recently, I was gifted with a book titled “Purely Prahalad – Business Wisdom from Late Dr. C. Prahalad’s thoughts”. Gift of thoughts is the best gift we can receive. This book is compiled and edited by AMA’s team. It is a brilliant collection of useful gems.

Prahalad's Business Wisdom

Execupundit

Prahalad. Tanmay Vora has gleaned some great examples from the wisdom of Dr. C. An excerpt: Creating a ‘learning organization’ is only half the solution. Just as important is creating an ‘unlearning organization’. To create the future, a company must unlearn at least some of its past. We’re all familiar with ‘learning curve’, but what about the ‘forgetting curve’ – the rate at which a company can unlearn those habits that hinder future success

Design Thinking for Social Innovation

First Friday Book Synopsis

Here is an excerpt from a brilliant article co-authored by Tim Brown and Jocelyn Wyatt for Stanford Social Innovation Review (Winter 2010). To read the complete article, check out other valuable resources, obtain subscription information, and sign up for a free newsletter, please click here. * * * Designers have traditionally focused on enhancing the [.].

Competitive Advantage from the Bottom of the Pyramid

LDRLB

Prahalad , the brilliant management guru. Instead, Prahalad introduces a new framework, the 4 As – Awareness, Access, Affordability and Availability. Prahalad which represents the model of applying the 4As along with target costing to fit economic affordability of BoP.

Welcome to Thinkers50, one of the best online sources for brain food

First Friday Book Synopsis

The 2009 winner was CK Prahalad. Thinkers50 offers the definitive global ranking of management thinkers and is published every two years. The ranking is based on voting at the Thinkers50 website and input from a team of advisers led by Des Dearlove and Stuart Crainer. The Thinkers50 has ten established criteria by which thinkers are [.].

Blog 16

The Future of Management: A book review by Bob Morris

First Friday Book Synopsis

Prahalad Competing for the Future exorcise "the poltergeists who inhabit the musty machinery of management" Gary Hamel Harvard Business School Press in Leading the Revolution James O'Toole Start your own "revolution" and lead it The Future of Management the ideology of comfort and the tyranny of custom

Blog 16

Chris Zook on the importance of “Commander’s Intent”

First Friday Book Synopsis

The 2009 winner was CK Prahalad. Bob's blog entries “Great Repeatable Models” Bain & Company Chris Zook on the importance of "Commander's Intent" CK Prahalad. Here is an excerpt from an article written by Chris Zook and featured at the Thinkers50 website, an organization whose definitive global ranking of management thinkers is published every two years.

Design Lessons from the Consumer at the Bottom of the Pyramid

First Friday Book Synopsis

Here is an excerpt from an article written by Deepa Prahalad for the Harvard Business Review blog “The Conversation” series. The Conversation is our home for inspired insights and observations from a wide array of contributors.” To read the complete article, check out the wealth of free resources, and sign up for a subscription to [.].

Revealing Leadership Insights From Thinkers50

Tanveer Naseer

Similarly, CK Prahalad’s work on the bottom of the pyramid from the beginning of this century is still hugely influential. The following is a guest piece from Thinkers50 creators Stuart Crainer and Des Dearlove. Business best practice never stands still.

Does a Mentor have to Breathe?

In the CEO Afterlife

Prahalad and Henry Mintzberg joined me as silent colleagues. To most of us, mentors are people of experience and knowledge who help the less experienced advance their careers and/or their education.

Yves Doz and Keeley Wilson: An interview by Bob Morris

First Friday Book Synopsis

Prahalad, a close colleague and friend, he is at the origin of the integration responsiveness (I/R) grid, which became a core framework in international management. Yves Doz is Professor of Strategic Management and Solvay Chaired Professor of Technological Innovation, INSEAD. He started working on innovation and multinationals during his doctoral studies at the Harvard Business School, in the 1970s. Together with C.K.

Paul Leinwand and Cesare Mainardi on “The Coherence Premium”

First Friday Book Synopsis

Prahalad Gary Hamel Harvard Business Review HBR Blog Network HBR email alerts Paul Leinwand and Cesare Mainardi on "The Coherence Premium Here is an excerpt from an article written by Paul Leinwand and Cesare Mainardi for Harvard Business Review and the HBR Blog Network. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here. * * * Sustainable, superior returns accrue […].

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part Two

First Friday Book Synopsis

Prahalad CEO Magazine Chris Kearney Clay Christenson Connect and Develop Dov Seidman Ericsson Gary Hamel Gemini Consulting Henry Chesbrough Innovation to the Core ITC ITC Business Group LLC James Geurts James O''Toole Jossey-Bass/A Wiley Brand Judgment Calls Kellogg Graduate School of Management at Northwestern University Lao-Tse Lehigh University Linda Yates MAC Group Magnus Karlsson Moises Norena Mondel?z Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC.

Vijay Govindarajan: An interview by Bob Morris

First Friday Book Synopsis

Prahalad Chris Trimble Deere & Company Earl C. Vijay Govindarajan (“VG”) is widely regarded as one of the world’s leading experts on strategy and innovation. He is the Earl C. Daum 1924 Professor of International Business at the Tuck School of Business at Dartmouth College. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE’s [.]. Bob''s blog entries “How GE is Disrupting Itself” C.K.

Vijay Govindarajan: An interview by Bob Morris

First Friday Book Synopsis

Prahalad Chris Trimble Deere & Company Earl C. Vijay Govindarajan (“VG”) is widely regarded as one of the world’s leading experts on strategy and innovation. He is the Earl C. Daum 1924 Professor of International Business at the Tuck School of Business at Dartmouth College. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE’s CEO [.]. Bob''s blog entries “How GE is Disrupting Itself” C.K.

Blogging on Business Update from Bob Morris (Week of 5/27/13)

First Friday Book Synopsis

Prahalad and Strategy as Boundaryless Aspiration" "Google Is Winning the Innovation War Against Apple" "Riding the Waves of Change: How to manage change for smoother sailing" "That Old ''Design by Committee'' Chestnut" "The Corner Office" Adam Bryant Aubrey Daniels “Most Likely to Succeed” “Ten Important Things I’ve Learned About Blogging” “The Creative Twist” Blogging on Business Update from Bob Morris (Week of 5/27/13) Bloomberg Businessweek BOB Charles H.

Test Your Core Competencies

CO2

by Gary Cohen. “A strategy is a plan that creates sustainable competitive advantage and allows an organization to perform over time, even in the face of a changing environment.” ” – Jimmy Brown. Your strategic plan should do all three things Brown suggests: 1.

Products and Services that Address Deep Rooted Social Problems

Strategy Driven

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. Perhaps you’ve read the game-shifting books The Fortune at the Bottom of the Pyramid , by C.K.

The Strategy Book

Leading Blog

The tools include: SWOT analysis, Porter's 5 forces of competition, McKinsey's 7-S framework, BCG’s product portfolio matrix, Kim and Mauborgne's blue ocean, Kaplan and Norton's balanced scorecard, Mintzberg’s deliberate and emergent, Prahalad's bottom of the pyramid and twenty-one more. * * * Like us on Facebook for additional leadership and personal development ideas. “Strategy is about shaping the future,” writes Max McKeown.

Three Traps to Avoid When Choosing a Successor

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: Many otherwise objective leaders seem to have real difficulty in evaluating their potential successors. From your experience, why does this happen? Can it be avoided? A: When evaluating our potential successors, we should first look at ourselves. Following are three classic mistakes leaders make when reviewing potential successors.

Become a More Effective Leader by Asking One Tough Question

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. What prevents us from making the changes we know will make us more effective leaders? Great question. I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach--and then measures if they are seen as becoming more effective leaders.

Weekly Leader Podcast Episode 47 | One Year Anniversary Show

Weekly Leader

7 Steps to Boost Your Leadership Self-Confidence

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: What advice do you have for a leader whose bosses say needs to exhibit more self-confidence while still being collaborative and authentic? A: Thank you for this great question. I rarely encounter this issue in my work with CEOs and potential CEOs because people at the top of huge organizations don't often have self-confidence problems.

Not Everyone Is Just Like You

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. He is a great executive. A self-starter, he prides himself on being able to land on his feet in virtually any new environment. He is extremely intelligent, hard-working, creative, and entrepreneurial. He gets the job done. Not only doesn't he need much supervision; he doesn't like it when people treat him as if he needs lots of help. As we talked on the plane, he was obviously frustrated.

Demonstrating the Entrepreneurial Spirit

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. After the publication of one of my BusinessWeek articles, I received many passionate e-mails from parents and educators thanking me for writing the piece and sharing their beliefs in the importance of instilling the entrepreneurial spirit in young people.

Advice for the Acquired

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: Our company is about to be acquired. My friends have warned me that this can spell trouble. Do you have suggestions for professionals in acquired companies? A: The standard PR hype that goes with an acquisition sounds something like this, "We are so impressed with management and the direction of the company that we are acquiring that we have no interest in changing them.

When Leadership Coaching Works (And When It Doesn't)

Marshall Goldsmith

CK Prahalad or Vijay Govindarajan), most - including me - are not. Q: When does leadership coaching work? When is it a waste of time? A: In my work as an executive coach, I only get paid if my clients achieve a positive, lasting change in behavior - not as judged by themselves, but as determined by their key stakeholders. Given my pay-only-for-results philosophy, it doesn't make much sense for me to waste time with clients who are not going to improve.

Change the Way You Define Yourself

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: Sometimes I think that my biggest enemy is me. Why do we say and do things that limit our own success? A: We all have a list of characteristics and behaviors that we use to define who we are. For successful people, most of these characteristics can be described by very positive words, such as: "intelligent," "dedicated," "results oriented," or "winner."

Advice for Marketing Executives During Tough Times

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: Do you have any specific suggestions for marketing executives in this challenging climate? A: Great question. During hard times companies often cut back on marketing budgets. As business becomes more competitive, marketing executives face increasing pressure to demonstrate the value that their function is adding to the firm.

Had a Tough Year? Make Peace and Move On

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. My bank has lost billions of dollars because of bad investments - which I didn't make. Now I am facing budget cutbacks, getting no bonus, reducing my staff, and being expected to contribute more. This really makes me angry! Any suggestions? If it is true that "misery loves company," you have a lot of company.

Self-Confidence and Success

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. One common characteristic of the great leaders I meet is self-confidence, which of course makes sense. Leaders have to inspire confidence in others. It would be difficult for others to believe in us if we don't even believe in ourselves. Great leaders have to take risks. While getting to "acceptable" may not involve risk, getting to "one of a kind" does.

Why Entrepreneurs Will Beat Multinationals to the Bottom of the Pyramid

Harvard Business Review

Prahalad and Stuart Hart’s seminal book The Fortune at the Bottom of the Pyramid gained a wide audience when it was published in 2004 and has continued to be widely read ever since. On the fifth anniversary of the book’s publication, Professor Prahalad was interviewed by Knowledge@Wharton. Prahalad asserted that the impact had been “profound,” citing the $200 laptop computer, the spread of cell telephones, and Kenya’s M-PESA text- messaging funds transfer service.

Measuring Up On the Job - and On the Homefront

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. In business we spend a great deal of time measuring. We keep close tabs on sales, profits, rate of growth, and return on investment. In many ways, part of being an effective leader is setting up systems to measure everything that matters. It's the only way that we can know for sure how we're doing.

8 Business-Travel Tips

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: I read that you have flown millions of miles. I don't see how you do it. Do you have any suggestions for making air transportation less painful? A: In my work, I spend a lot of time on the road. In the past four weeks, I have made separate trips to Abu Dhabi, Zurich, and London - along with many stops in the U.S. On American Airlines alone I have logged over 9.5 million frequent flyer miles.

When is Spinning the Message a Good Thing?

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. Q: In our company we value integrity, yet leaders - especially in marketing - are taught to "spin" to make products and services sound good to clients. When is "spinning" a message a good thing? When it is wrong? A: Every company that sells products or services "spins" these in a positive way to clients. This is not immoral, illegal, or unethical. It is just good business.

Voting ends Sept 1st for Thinkers50 Top Management Thinker Award for 2013

Marshall Goldsmith

Previous winners of the Top Management Thinker Award have included Peter Drucker (2001 & 2003), Michael Porter (2005), CK Prahalad (2007 & 2009), and Clayton Christensen (2011). Dear Friends, We are nearing the 2013 Thinkers50 biannual awards.

Choosing to Change

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. I've had the good fortune to work with some of the most successful people in the business world. One thing I've noticed about them is they have unflappable optimism - they believe they will succeed, even under tough circumstances. They tend to pursue opportunities with an enthusiasm others might find mystifying. Successful people also have an intense need for self-determination.

Do Customers Even Care about Your Core Competence?

Harvard Business Review

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. “Actually,” the CEO responded, “we do have a core competence that unites us: we’re very, very good at winning government contracts.”

Are CEOs Really India’s Leading Export?

Harvard Business Review

Prahalad’s assertion that “Growing up in India is an extraordinary preparation for management” was wrong?

Go for It, Brett; Retiring Successfully Is Harder Than It Looks

Marshall Goldsmith

In 2009 Marshall's friend the late CK Prahalad was ranked #1 and Marshall was ranked #14. After retiring, why do so many athletes like Brett Favre change their minds and come back? Why can't they just go out on top? After announcing his retirement, Brett Favre was asked, "What are some things that you are looking forward to doing?" Nothing," he replied. And I am going to stick to that until I do something else."