Management, Operations and Prahalad

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part Two

First Friday Book Synopsis

JULY 13, 2014

Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC. Special Operations Command UChicago University of Chicago USSOC Voltaire Western Union The Wall Street Journal Whirlpool Corporation' Bob''s blog entries Albert Einstein Apple Berkeley Booth School of Business Brilliant Mistakes Brooke Manville C.K.

Prahalad

Prahalad Hamel Core Competence Drucker

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part One

First Friday Book Synopsis

MAY 28, 2014

Peter Skarzynski is a founder and Managing Partner of ITC Business Group, LLC. Special Operations Command University of Chicago USSOC Western Union Whirlpool Corporation' His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services and transportation companies.

Prahalad

Prahalad Hamel Core Competence Wilde

The Guru's Guide to Creating Thought Leadership

Harvard Business Review

NOVEMBER 13, 2012

Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. For example, a British study showed the precise ways in which management gurus in the 1980s U.K.

Prahalad

Prahalad Hamel Core Competence Leadership

Businesses Serving the Poor Need to Get Over Their Unease About Profit

Harvard Business Review

JUNE 13, 2012

Prahalad and his colleagues more than a decade ago in a series of articles and books, and it has stuck in the minds of businesspeople, policy makers, and nonprofits despite results that can only be described as dismal. Prahalad's brilliance and persuasiveness certainly had something to do with it. It's practically the law of the land.

Microfinance

Microfinance Prahalad Bottom-up Banking

Change Your Employees' Minds, Change Your Business

Harvard Business Review

MARCH 1, 2012

But we've found that leaders can create and sustain stronger business results if they understand — and manage — how employees approach their work every day. Laddering mirrors the five whys, applying it to people's mindsets instead of operational problems. Because it overheated," comes the reply.

Banking

Banking Prahalad Hamel Emotional Intelligence

The Timeless Strategic Value of Unrealistic Goals

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

Goal Prahalad Hamel CPA

To Profit from Doing Good, Start Small

Harvard Business Review

DECEMBER 1, 2010

But just because your company is not fully evolved on the social change scale doesn't mean that there's nothing you (as a manager) can do. 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.

Prahalad

Prahalad NGO Long-term Energy

Setting Strategy in Egypt's (and Other) Shifting Sands: A Four-Part Approach

Harvard Business Review

FEBRUARY 14, 2011

Although it is too early to tell if Tunisia and Egypt will prove the exceptions rather than the rule when it comes to dramatic political transitions in the Middle East, multinationals operating in the region have already faced significant losses.

Strategy

Strategy Politics Short-term Long-term

Bureaucracy Must Die

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy

Bureaucracy Short-term Long-term Intellectual Capital

Bureaucracy Must Die

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Architecture.

Bureaucracy

Bureaucracy Short-term Long-term Intellectual Capital

A New Framework for Customer Segmentation

Harvard Business Review

JUNE 12, 2013

In one presentation, we were exuberant about Big Data and Little Data, and in the next, speaking what seemed to be 1960''s voodoo psychographic language.

Ramaswamy

Ramaswamy Levitt Prahalad Christensen

Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

FEBRUARY 8, 2018

Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. Co-author: Predictable Magic.

Executive Coaching

Executive Coaching CEO Banking Magazine

Get Your Organization to Run in Sync

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Managing people'

Organization

Organization Airlines Prahalad Hamel

Get Your Organization to Run in Sync

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Managing people'

Organization

Organization Airlines Prahalad Hamel

The Post-Covid World Sees Innovation Spread Its Wings

The Horizons Tracker

SEPTEMBER 15, 2020

“And while the public had a clear appetite for new technologies to be managed to mitigate such risks and harms, less than a third were confident politicians were doing enough.” From Delhi to Detroit, this new breed of startups build their organisations in a global, distributed way, with talent recruited from wherever it may be.

Innovation

Innovation Venture Capitalist Entrepreneur Crisis

End the Religion of ROE

Harvard Business Review

OCTOBER 20, 2011

He reasoned that if marketers worked on maximizing return on sales, production managers were rewarded for the sales they squeezed out of their physical plant, and finance managers focused on minimizing the amount of equity capital they needed, ROE would take care of itself. That value must be measured across all stakeholders.

ROE

ROE Debt to Equity Ratio Innovation Incentives

Leadership Digital

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part Two

Peter Skarzynski and David Crosswhite: An interview by Bob Morris, Part One

Trending Sources

The Guru's Guide to Creating Thought Leadership

Businesses Serving the Poor Need to Get Over Their Unease About Profit

Change Your Employees' Minds, Change Your Business

The Timeless Strategic Value of Unrealistic Goals

To Profit from Doing Good, Start Small

Setting Strategy in Egypt's (and Other) Shifting Sands: A Four-Part Approach

Bureaucracy Must Die

Bureaucracy Must Die

A New Framework for Customer Segmentation

Introducing 100 Coaches: Pay It Forward Champions

Get Your Organization to Run in Sync

Get Your Organization to Run in Sync

The Post-Covid World Sees Innovation Spread Its Wings

End the Religion of ROE

Stay Connected