First Friday Book Synopsis

MAY 20, 2011

Here is an excerpt from an article written by Deepa Prahalad for the Harvard Business Review blog “The Conversation” series. The Conversation is our home for inspired insights and observations from a wide array of contributors.” To read the complete article, check out the wealth of free resources, and sign up for a subscription to [.].

Prahalad 75

Prahalad Review Blog Article 75

CO2

JUNE 9, 2014

I also like Hamel and Prahalad three-question test for helping clients determine if one of their capabilities is actually a core competency : Does the capability make a disproportionate contribution to the ultimate customer value, and/or does it allow the company to deliver value to customers in an appreciably more efficient way?

Core Competence 95

Core Competence Prahalad Competitive Advantage Strategic Planning 95

Sales Wolf Blog

JULY 9, 2010

Prahalad, but you'll also get the thoughts and opinions of business professionals from successful start-ups, non-profits, and boutique enterprises that serve very specific niches in their respective markets. .  Not only will you find some of the biggest names in business like Alan Mullaly, Mark Zuckerberg, and C.K.

Company 140

Company Human Resources Prahalad Resources 140

Harvard Business Review

OCTOBER 13, 2023

Case-in-point: the Bottom of the Pyramid theory, created by Indian-American researcher and author CK Prahalad. Prahalad argued that the world’s poorest people constituted the “bottom of the pyramid” (BoP) and presented a massive opportunity for the world’s wealthiest companies.

Prahalad 28

Prahalad Products Productivity Marketing 28

Strategy Driven

MARCH 16, 2016

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.

Products 50

Products Productivity Prahalad Open-book 50

Harvard Business Review

MAY 17, 2011

Prahalad, put it there), the struggle to understand its role as a market and as a source of innovation continues. The bar for usability is very high in developed markets because of an abundance of choice and competition. Yet businesspeople and designers still have much to learn from and about the BOP consumer.

Prahalad 16

Prahalad Business Model Early Adopters Innovation 16

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 17

Microfinance Prahalad Bottom-up Banking 17

Harvard Business Review

APRIL 18, 2014

Prahalad and Stuart Hart’s seminal book The Fortune at the Bottom of the Pyramid gained a wide audience when it was published in 2004 and has continued to be widely read ever since. On the fifth anniversary of the book’s publication, Professor Prahalad was interviewed by Knowledge@Wharton. Entrepreneurship Global business'

Entrepreneur 12

Entrepreneur Prahalad Bottom-up Price 12

Harvard Business Review

FEBRUARY 21, 2011

To survive, it has stopped selling film cameras, focusing on the digital ones that dominate the market. Organizations such as IBM and GE have adapted over the years to remain competitive in the market. Others like Kodak and Nokia are re-strategizing in order to remain relevant in a dynamic global market. But it arrived late.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." While it's next to impossible to innovate faster than the market, it is possible to innovate better that the market. Luckily, strategists have studied the "what makes you special" question for some time.

Company 16

Company Competitive Advantage Prahalad Hamel 16

Harvard Business Review

OCTOBER 4, 2012

Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." While it's next to impossible to innovate faster than the market, it is possible to innovate better that the market. Luckily, strategists have studied the "what makes you special" question for some time.

Company 16

Company Competitive Advantage Prahalad Hamel 16

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. Prahalad called the bottom of the pyramid. As Jason Saul argues in his new book Social Innovation Inc. , Educate your team.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

FEBRUARY 18, 2013

Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. As Hamel and Prahalad point out, a snapshot by itself yields little information about "whether the driver is out for a quiet Sunday drive or warming up for the Grand Prix.". Two decades ago, the late C.K.

Power 15

Power McTaggart Prahalad Hamel 15

Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. When combined with a smart marketing campaign, the car became a symbol of the whole environmental movement. A core insight provides forward-looking understanding of customer needs, behaviors, and market trends.

Core Competence 15

Core Competence Prahalad Hamel Brand 15

Harvard Business Review

FEBRUARY 14, 2011

Meanwhile, they often fail to think deeply about truly strategic questions, involving political risk, like: how should we supply foreign markets? The preference for following the crowd is even greater when (as with foreign direct investment versus alternative routes to market) a choice is easy to communicate.

Strategy 15

Strategy Politics Short-term Long-term 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. A provocative—possibly apocryphal—story has the late C.K. It needs to shed a few divisions and find and focus on an integrative core competence.

Core Competence 10

Core Competence Prahalad Supply Chain Hamel 10

Harvard Business Review

NOVEMBER 14, 2011

In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets. Prahalad's earlier insights on the opportunities waiting to be found at the bottom of the pyramid. Or consider the influence of Clayton Christensen, who tops the new ranking.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

JANUARY 11, 2013

It is unthinkable, for instance, to imagine a social entrepreneur treating research on the health effects of tobacco use the way the tobacco industry, market analysts, and investors did in the 1960s and '70s. Prahalad's " bottom of the pyramid ," that began life as academic research. They can be more analytical.

Entrepreneur 13

Entrepreneur Microfinance Supply Chain Prahalad 13

Harvard Business Review

JUNE 12, 2013

Her confession was blurted out in the midst of our first conversation about the new digital marketing strategy which we would eventually advise them on: "You know, I don''t think I believe in segmentation anymore." In others, marketers were still adamant that segmentation was the only way to go, but couldn''t explain its benefits.

Ramaswamy 10

Ramaswamy Levitt Prahalad Christensen 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. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. 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. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. 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 23, 2012

Sisodia , he states that mission-led businesses outperform the market by an astounding 9:1 ratio (that's innovation by any measure at 1111%). The well-known article on core competencies by Prahalad and Hamel (1991) best defines and lays out this rigorous task. In a study by Dr. Rajendra S.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

MARCH 17, 2016

Don’t engage in over-the-top discounting that trains customers, both in B2C and B2B markets, to buy cleverly on price and price alone. It also determines which market segments the company will serve and what channels it will use to reach them. Honda once dominated the motorbike market in Vietnam, with a share of 90%.

Price 8

Price Airlines Govindarajan Advertising 8

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

Tanveer Naseer

APRIL 1, 2014

Similarly, CK Prahalad’s work on the bottom of the pyramid from the beginning of this century is still hugely influential. In The Innovator’s Dilemma , he looked at why companies struggle with radical innovation in their markets. Think of Peter Drucker who topped the first Thinkers50 ranking in 2001.

Blue Ocean Strategy 250

Blue Ocean Strategy Prahalad Christensen Leadership 250

Marshall Goldsmith

FEBRUARY 8, 2018

Deepa Prahalad – Focused on design and emerging markets. Telisa Yancy – Chief Marketing Officer at American Family Insurance. Praveen Kopalle – Associate Dean MBA Program, Signal Companies’ Professor of Management and Marketing at the Tuck School of Business at Dartmouth College. Co-author: Predictable Magic.

Executive Coaching 70

Executive Coaching CEO Banking Magazine 70

Harvard Business Review

NOVEMBER 5, 2014

Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. It is easier to formulate a story based on market analysis than it is to promote better organizational health. In nature, the purpose of a system is hardwired. Gary Hamel and C.K.

Organization 9

Organization Airlines Prahalad Hamel 9

Harvard Business Review

NOVEMBER 5, 2014

Prahalad called this concept strategic intent. Apple and Google, of course, have been successful across a variety of market contexts. It is easier to formulate a story based on market analysis than it is to promote better organizational health. In nature, the purpose of a system is hardwired. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

The Horizons Tracker

SEPTEMBER 15, 2020

The competitiveness of emerging markets was underlined by the recent World Competitiveness Rankings , from IMD Business School, which saw smaller economies dominate the rankings. Without it, I worry about a bleak picture for the recovery and follow-on growth.”. Globally competitive. A changing landscape.

Innovation 86

Innovation Venture Capitalist Entrepreneur Crisis 86

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? 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. Social media spending?

ROE 15

ROE Debt to Equity Ratio Innovation Incentives 15

Harvard Business Review

MARCH 15, 2011

I've found shortcutting this process, or failing to explore how design can align with strategy, will only limit market and financial success. Achieving internal alignment early can not only help ensure a more successful offering when brought to market, but can help deliver said offering much more quickly. Increase profitability?

Prahalad 15

Prahalad Budgeting Creativity Fashion 15