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Stop Training Your Employees To Not Try

Joseph Lalonde

Prahalad wrote about in one of their books. She wants to encourage innovation but wonders why her employees are not trying anything new. Worse, organizations often punish their employees for trying something new and failing. And the employees don’t understand why they can’t attempt something new. She goes forward anyway.

Training 319
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Does a Mentor have to Breathe?

In the CEO Afterlife

A client in need of innovation? Prahalad and Henry Mintzberg joined me as silent colleagues. I scribed notes of my favorite articles and had my secretary type them. Years later I referred to these notes in my capacity as a consultant. Yep, I can help with that,ā€ Iā€™d say. And sure enough, bright folks such as Gary Hamel, C.

Mentor 228
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Blogging on Business Update from Bob Morris (Week of 5/27/13)

First Friday Book Synopsis

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Organizational Culture and Leadership (Fourth Edition) Edgar H. Schein Gina Trapani Grant McCracken HBR How to Keep Innovation Jams Small and Focused IBM ā€” Shades of Yogi Berra J.W. Bob''s blog entries "C.K.

Ulrich 75
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Possibility Maximizer: Fast Company's 30 Second MBA

Sales Wolf Blog

  Weekly topics are wide and varied and include just about everything from innovation and communication to leadership and corporate social responsibility.   Weekly topics are wide and varied and include just about everything from innovation and communication to leadership and corporate social responsibility.

Company 140
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Products and Services that Address Deep Rooted Social Problems

Strategy Driven

Prahalad or The Business Solution to Poverty by Paul Polak and Mal Warwick. They prove that the most economically disadvantaged people on the planet create a great market for social entrepreneurs – AND provide a terrific testing ground for innovation and cost control. This can be part of your strategy.

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The Guru's Guide to Creating Thought Leadership

Harvard Business Review

I list these below as a guide for anyone — from bloggers, to academics, to strategy consultants — looking to produce world-class thought leadership. In transition periods, during big technological shifts or the ends of recessions, companies often turn their aspirations to growth through innovation. As the U.S.

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The Timeless Strategic Value of Unrealistic Goals

Harvard Business Review

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. Why does a statement like this produce breakthrough innovation? Gary Hamel and C.K.

Goal 12