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”. This book is compiled and edited by AMA’s team. Gift of thoughts is the best gift we can receive. It is a brilliant collection of useful gems.

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

First Friday Book Synopsis

The 2009 winner was CK Prahalad. The ranking is based on voting at the Thinkers50 website and input from a team of advisers led by Stuart Crainer and Des Dearlove. [.]. Bob's blog entries “Great Repeatable Models” Bain & Company Chris Zook on the importance of "Commander's Intent" CK Prahalad.

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Vijay Govindarajan: An interview by Bob Morris

First Friday Book Synopsis

Prahalad Chris Trimble Deere & Company Earl C. Jeff Immelt local growth teams (LGTs) Peter Drucker Reverse Innovation the two Thomas Watsons (father and son) Thomas Edison Vijay Govindarajan: An interview by Bob Morri 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.

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

First Friday Book Synopsis

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

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Vijay Govindarajan: An interview by Bob Morris

First Friday Book Synopsis

Prahalad Chris Trimble Deere & Company Earl C. Jeff Immelt local growth teams (LGTs) Peter Drucker Reverse Innovation the two Thomas Watsons (father and son) Thomas Edison Vijay Govindarajan: An interview by Bob Morri 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.

Does a Mentor have to Breathe?

In the CEO Afterlife

Most importantly, the implications and action steps became an ‘easy sell’ to my team. 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.

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Advice for Marketing Executives During Tough Times

Marshall Goldsmith

Align yourself with the rest of your executive team. 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.

Self-Confidence and Success

Marshall Goldsmith

How Much You Contribute When achievement is the result of a team effort - not just individual performance - we tend to overestimate our contribution to the final victory. 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.

Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

Deepa Prahalad – Focused on design and emerging markets. Rod MacKenzie – Executive Vice President, Chief Development Officer for Pfizer, member of Pfizer’s Executive Leadership Team. Former HR Director and member of executive management team at the National Irish Bank. Gabriela Teasdale – President at Fundación Transformación PY and CEO of Paraguay Leadership Team, a professional training, coaching & community building organization.

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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.

The Power of Intent

Harvard Business Review

A fellow business leader complained the other day that although he had repeatedly sought feedback, his team had never told him what they really thought about his management style. My plate is full and my team knows that.". Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent.

To Profit from Doing Good, Start Small

Harvard Business Review

Bring your team together to identify ways that you can operate with greater sustainability and then set stretch targets. Prahalad called the bottom of the pyramid. On a more modest scale, encourage your team members to do volunteer work in local communities; or have your team "adopt" specific development projects, such as those with Global Giving. Educate your team.

If I Read One More Platitude-Filled Mission Statement, I'll Scream

Harvard Business Review

Prahalad in their HBR piece — Strategic Intent. Instead, Martha and her team came up with this strategic intent: "To get everyone in the U.K. This clarity empowered the team to know exactly what they were trying to do and what they were not trying to do. It allowed everyone on the team, however junior, to push back and say, "But does this new idea really help us to achieve our intent?" Let's start with a game.

If I Read One More Platitude-Filled Mission Statement, I'll Scream

Harvard Business Review

Prahalad in their HBR piece — Strategic Intent. Instead, Martha and her team came up with this strategic intent: "To get everyone in the U.K. This clarity empowered the team to know exactly what they were trying to do and what they were not trying to do. It allowed everyone on the team, however junior, to push back and say, "But does this new idea really help us to achieve our intent?" Let's start with a game.

Seven Ways to Connect With Your Designer

Harvard Business Review

Developing assessment and measurement criteria early in the process will be critical to the collaborative effort's ability to stay on the same page, and give the design team the client leadership they need. This is when business leaders are most apt to withhold or distort information, yet doing so can be extremely detrimental to the design team. Match your design team by having brand and competitive expertise at the ready, plus a collaborative attitude.

Get Your Organization to Run in Sync

Harvard Business Review

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. Prahalad called this concept strategic intent. Hundreds of consumers standing in line at your local Apple store. Thousands of protesters rushing to flood the streets of Kiev, Istanbul, or Hong Kong. Millions of fireflies blinking on and off in complete unison. Even the unconscious beating of your heart.

Get Your Organization to Run in Sync

Harvard Business Review

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. Prahalad called this concept strategic intent. Hundreds of consumers standing in line at your local Apple store. Thousands of protesters rushing to flood the streets of Kiev, Istanbul, or Hong Kong. Millions of fireflies blinking on and off in complete unison. Even the unconscious beating of your heart.

A New Framework for Customer Segmentation

Harvard Business Review

Clients and students questioned it increasingly: here we were, advocating a rigid methodology that carves out the market because "we can''t be all things to all people," while preaching the gospel of co-creation at firms, such as Lego and Starbucks, that enter into a dialogue with their customers, giving them more access, sharing risk, and advocating transparency ( see Prahalad & Ramaswamy''s book The Future of Competition ).

Patagonia's Provocative Black Friday Campaign

Harvard Business Review

From the executive team to the warehouse staff, employees actually live the life of their core customers: the " Dirt Bag " as they fondly call them. The well-known article on core competencies by Prahalad and Hamel (1991) best defines and lays out this rigorous task. If your mission is real, and is felt and known by all of your team, then anyone can answer a market challenge and do it well.

End the Religion of ROE

Harvard Business Review

Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. GE, by creating independent local development teams, is adding to the diversity of ideas and the opportunity to recombine them, and hence the likelihood of having innovations to bring to market more often. There is no more powerful question in a U.S. corporation than "what's the ROE on that?" Social media spending? Wellness checkups? Better working conditions?

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