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

Goal 12

Goal Prahalad Hamel CPA 12

Harvard Business Review

APRIL 12, 2012

This is especially problematic when companies decide to innovate. If you don't have a clear understanding of why you are pursuing an innovation, you risk being wasteful and ineffective, and could lack strong differentiators from incumbents. But whereas core competencies are about know-how, core insights are about know-why.

Core Competence 15

Core Competence Prahalad Hamel Brand 15

Harvard Business Review

FEBRUARY 21, 2011

It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. They have gone through different cycles of disruptive innovations, leaving some businesses, and creating new ones. 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

OCTOBER 17, 2013

Prahalad , the guru of “ core competence ,” doing a strategy audit for a huge Indian conglomerate. The company, Prahalad tells the CEO, is simply too complex and diverse. FedEx’s competencies in digital and transportational networks are its innovation platforms. A provocative—possibly apocryphal—story has the late C.K.

Core Competence 10

Core Competence Prahalad Supply Chain Hamel 10

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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K.

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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K.

Bureaucracy 12

Bureaucracy Short-term Long-term Intellectual Capital 12

Tanveer Naseer

APRIL 1, 2014

Technology has clearly paid a huge part in this, but the biggest driver of change in how organizations are run is the ceaseless quest for improvement; to manage more efficiently and effectively to better achieve business results. In The Innovator’s Dilemma , he looked at why companies struggle with radical innovation in their markets.

Blue Ocean Strategy 250

Blue Ocean Strategy Prahalad Christensen Leadership 250

Harvard Business Review

MAY 12, 2015

Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). Rapidly responding to ever-evolving competitive and market changes (perhaps a reference to Rita McGrath and Ian McMillan’s 1995 article on innovation strategy “Discovery Driven Planning” ). .”

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Marshall Goldsmith

FEBRUARY 8, 2018

Authority on new technology and communication. Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Deepa Prahalad – Focused on design and emerging markets. Leads Tuck’s incredibly innovative coaching program. Faculty of Columbia Business School.

Executive Coaching 70

Executive Coaching CEO Banking Magazine 70

The Horizons Tracker

SEPTEMBER 15, 2020

Over the last few decades, innovation activity has become concentrated in clusters or ecosystems, where finance, academia, industry and entrepreneurs rub shoulders to allow the free flow of ideas. Innovating our response to Covid-19. Practical solutions.

Innovation 86

Innovation Venture Capitalist Entrepreneur Crisis 86

Harvard Business Review

OCTOBER 20, 2011

And in terms of its effects on managerial decision-making, the new system should create feedback and incentives that nudge managers toward innovating for tomorrow's world, not optimizing for today's. An innovation-based measure would lead to an acceleration in investment with positive benefits for growth. As the late C.

ROE 15

ROE Debt to Equity Ratio Innovation Incentives 15