Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. This is especially problematic when companies decide to innovate. If they can't replicate the thinking driving your innovations, they'll be doomed to "me too" status. Forward-looking. Hard to follow.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

OCTOBER 17, 2013

In other words, the focus understandably centers on measurably improving the perceived core competence—selling better, manufacturing better, marketing better, hiring even better talent, cutting costs better. FedEx’s competencies in digital and transportational networks are its innovation platforms.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

NOVEMBER 1, 2011

Hierarchies are seen as stiff, outdated, stifling — in today's social and digital age, innovation is the name of the game. Age and status cease to have a corner on the market. The move to the use of first names is part of this cultural shift of power to the people. And it may be hard as that CEO to swallow it.

Hamel 10

Hamel CEO Maturity Travel 10

Harvard Business Review

MAY 5, 2015

It includes Mary Parker Follett (1920s), Elton Mayo and Chester Barnard (1930s), Abraham Maslow (1940s), Douglas McGregor (1960s), Peter Drucker (1970s), Peters and Waterman (1980s), Katzenbach and Smith (1990s), and Gary Hamel (2000s). As a result, customers’ expectations are raised.

Bureaucracy 8

Bureaucracy Management Drucker Waterman 8

N2Growth Blog

SEPTEMBER 19, 2010

With the plethora of reading material on the market today it is not a simple thing to make sure that you’re covering all the bases in a time efficient fashion. As you pointed out, being a one-trick pony, while better than not reading at all, is not as powerful as purposeful reading across topics.

Blog 419

Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

MAY 31, 2011

So when we were first contacted about a possible collaboration by the Management Innovation eXchange (MIX), which sees its role as "creating organizations that are fundamentally fit for the future — and genuinely fit for human beings," we were immediately excited by the possibilities. With the Management 2.0

McKinsey 11

McKinsey Innovation Hamel Management 11

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