Harvard Business Review

OCTOBER 22, 2012

Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. But according to Prahalad and Hamel, firms should set unrealistic goals, not realistic goals.

Goal 9

Goal Prahalad Hamel CPA 9

Harvard Business Review

FEBRUARY 21, 2011

But it got stuck in its core competence of traditional film products and missed the rise of digital photography and printing. It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. Ndubuisi Ekekwe is a founder of the non-profit African Institution of Technology.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Harvard Business Review

APRIL 12, 2012

Do you know why you make the products or offer the services you do? A case in point: The Prius has become such a strategic product that Toyota is in the process of turning it into a full sub-brand and a range of vehicles. So how do you sell a more expensive economy car, especially one with an unfamiliar, unproven technology?

Core Competence 15

Core Competence Prahalad Hamel Brand 15

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 same is true for personal care products and small electronics. Women in India often mix their own beauty products from herbal powders at home, and local electronics shops fix and modify devices to suit consumers' needs.

Prahalad 15

Prahalad Business Model Early Adopters Innovation 15

Harvard Business Review

MARCH 29, 2011

Another psychological dynamic contributing to sudden vincibility is that successful business leaders usually have a strong interest in protecting their current products, customers, and investments — and therefore may unconsciously overlook or avoid trends or technologies that might threaten that base. That's why the late C.K.

Prahalad 14

Prahalad Outsourcing Drucker Class 14

Harvard Business Review

JUNE 12, 2013

The approach echoes Ted Levitt''s famous comment about selling ¼ inch holes rather than ¼ inch electric drills, and advocates a mindset shift away from selling products to "doing jobs" that solve customers'' problems. We agreed to work on a new kind of segmentation based the combinations of jobs that customers need to get done.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 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. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K. He was right.

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. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K. He was right.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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 Luehrman 8

The Horizons Tracker

SEPTEMBER 15, 2020

We have already seen tremendous progress in a wide range of digital and technology products during the crisis, and these will continue to play a fundamental role in the recovery. “This is not only because these jobs pay high wages, but also because they create new products, innovations, and are such big exporters for the economy.”

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

OCTOBER 20, 2011

As the industrial revolution progressed, society was enjoying enormous benefits from mass production, which brought former luxuries within middle class reach. Just as electronic commerce would later sweep business, mass production came to one industry after another. Therefore: who needs new technology more than the poor?

ROE 13

ROE Debt to Equity Ratio Innovation Incentives 13