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. Next, firms would assess the likely impact of alternative scenarios on their operations.

Strategy 15

Strategy Politics Long-term Short-term 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. This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.

Bureaucracy 12

Bureaucracy Long-term Short-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 is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.

Bureaucracy 12

Bureaucracy Long-term Short-term Intellectual Capital 12

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. In Clay Christensen''s words, customers "hire" products or other solutions because they have a specific job to fulfil, not because they belong to a certain segment.

Ramaswamy 10

Ramaswamy Levitt Prahalad Christensen 10

Harvard Business Review

MARCH 17, 2016

They operate with extreme cost and process efficiency, which enables them to enjoy good margins and profits even while charging low prices. Successful transformation from a high-price or mid-price position to a low-price one are extremely rare, though I will provide one example below. They have a high-growth, high-revenue focus.

Price 8

Price Airlines Advertising Long-term 8

Marshall Goldsmith

FEBRUARY 8, 2018

Deepa Prahalad – Focused on design and emerging markets. a holding company that operates seven distinct business. Operations Group Baring Private Equity. Former Operating Partner at Blackstone, Chief Human Resources Officer for Unilever. Paul Hill – Former Director of Mission Operations NASA.

Executive Coaching 70

Executive Coaching CEO Banking Magazine 70

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent. These are all synchronized systems. In nature, the purpose of a system is hardwired.

Organization 9

Organization Airlines Prahalad Hamel 9

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Prahalad called this concept strategic intent. These are all synchronized systems. In nature, the purpose of a system is hardwired.

Organization 8

Organization Airlines Prahalad Hamel 8

The Horizons Tracker

SEPTEMBER 15, 2020

They’re comfortable operating in an environment where “moving fast and breaking things” is not tolerable, and where the education, energy supply, and financial services that many Silicon Valley startups take for granted cannot be guaranteed. “The They strive not only to make money, but make a tangible difference to society.

Innovation 84

Innovation Venture Capitalist Entrepreneur Crisis 84

Harvard Business Review

OCTOBER 20, 2011

That only makes sense if you are operating in a state of equilibrium—which might have been close enough to the truth in some sepia-toned time. Prahalad pointed out, the "bottom of the pyramid" is a market and not a social problem. To maximize this, a company should prioritize the innovation that leads to the greatest value.

ROE 14

ROE Debt to Equity Ratio Innovation Incentives 14