First Friday Book Synopsis

JULY 13, 2014

He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation. Special Operations Command UChicago University of Chicago USSOC Voltaire Western Union The Wall Street Journal Whirlpool Corporation'

Prahalad 93

Prahalad Hamel Core Competence Drucker 93

First Friday Book Synopsis

MAY 28, 2014

He advises large, global organizations on strategy, innovation and organizational change and is recognized as a leading expert in enabling organizational renewal and growth through innovation. Special Operations Command University of Chicago USSOC Western Union Whirlpool Corporation'

Prahalad 75

Prahalad Hamel Core Competence Wilde 75

Harvard Business Review

NOVEMBER 13, 2012

trade deficit with Japan grew through the 1980s, for example, influential thinkers increasingly focused on how managerial innovations used in Japanese firms might be imported and adapted in the U.S. During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. As the U.S.

Prahalad 17

Prahalad Hamel Core Competence Leadership 17

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. Strategic intent takes the long view: the act of such intent is to operate from the future backward, disregarding the resource scarcity of the present.

Goal 12

Goal Prahalad Hamel CPA 12

Harvard Business Review

DECEMBER 1, 2010

Leaders of these companies now believe that "doing good" can be a powerful strategy for growing markets, stimulating innovation, motivating employees, tapping into new talent pools, and actually reducing costs. As Jason Saul argues in his new book Social Innovation Inc. , Prahalad called the bottom of the pyramid.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Almost 25 years ago in the pages of HBR , C.K. Strategy gets set at the top. Power trickles down.

Bureaucracy 12

Bureaucracy Short-term Long-term Intellectual Capital 12

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Almost 25 years ago in the pages of HBR , C.K. Strategy gets set at the top. Power trickles down.

Bureaucracy 12

Bureaucracy Short-term Long-term Intellectual Capital 12