Competing for the Future

Informationen zum Autor C.K. Prahalad is the Harvey C. Fruehauf Professor of Business Administration at the University of Michigan Graduate School of Business Administration and Chairman of the Board of Praja, a technology management company in San Diego. He lives in San Diego but travels extensively. Klappentext Hamel and Prahalad offer a masterful blueprint for what a company must be doing today if it is to occupy the competitive high ground of tomorrow. By showing that the key to future industry leadership is to develop an independent point of view about tomorrow's opportunities and build capabilities that exploit them, the authors reveal an entirely new definition of what it means to be strategic--and successful. Zusammenfassung Develops a coherent model for how modern executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. This blueprint addresses how executives can ease the tension between competing and clearing a path toward leadership in the future. Inhaltsverzeichnis Preface to the Paperback Edition Preface and Acknowledgments 1. Getting Off the Treadmill 2. How Competition for the Future Is Different 3. Learning to Forget 4. Competing for Industry Foresight 5. Crafting Strategic Architecture 6. Strategy as Stretch 7. Strategy as Leverage 8. Competing to Shape the Future 9. Building Gateways to the Future 10. Embedding the Core Competence Perspective 11. Securing the Future 12. Thinking Differently Notes Bibliography Index About the Authors

Autorentext

Fortune magazine labels Gary Hamel "the world's leading expert on business strategy." The Economist calls Hamel "the world's reigning strategy guru." Hamel's landmark books, Leading the Revolution and Competing for the Future, have appeared on every management bestseller list and have been translated into more than 20 languages. The Journal of Business Strategy recently listed Hamel as one of the 20th century's 25 most influential business thinkers, along with business pioneers such as Henry Ford and Bill Gates. Over the past twenty years, Hamel has authored 15 articles for the Harvard Business Review, and has also written for the Wall Street Journal, Fortune, The Financial Times and many other business publications around the world.

Since 1983, Hamel has been on the faculty of the London Business School where he is currently Visiting Professor of Strategic and International Management.

For ten years, Hamel served as Chairman of Strategos, a company that helps companies drive "innovation to the core," and has trained tens of thousands of individuals around the world in the art of business innovation. The Strategos approach to innovation has been covered in major business magazines around the world and is the subject of several Harvard Business School case studies.

Hamel received his Ph.D. from the University of Michigan and has held faculty appointments at the U. of M. and Harvard Business School. He is a fellow of the World Economic Forum and serves on the editorial board of the Strategic Management Journal. Hamel lives in Northern California.

C. K. Prahalad is the Harvey C. Fruehauf Professor of Business Administration at the Michigan Business School.

Klappentext

Hamel and Prahalad offer a masterful blueprint for what a company must be doing today if it is to occupy the competitive high ground of tomorrow. By showing that the key to future industry leadership is to develop an independent point of view about tomorrow's opportunities and build capabilities that exploit them, the authors reveal an entirely new definition of what it means to be strategic--and successful.

Zusammenfassung
Develops a coherent model for how modern executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. This blueprint addresses how executives can ease the tension between competing and clearing a path toward leadership in the future.

Inhalt

Preface to the Paperback Edition
Preface and Acknowledgments

1. Getting Off the Treadmill
2. How Competition for the Future Is Different
3. Learning to Forget
4. Competing for Industry Foresight
5. Crafting Strategic Architecture
6. Strategy as Stretch
7. Strategy as Leverage
8. Competing to Shape the Future
9. Building Gateways to the Future
10. Embedding the Core Competence Perspective
11. Securing the Future
12. Thinking Differently
    Notes
    Bibliography
    Index
    About the Authors