COMPETING FOR THE FUTURE BY GARY HAMEL C.K.PRAHALAD PDF

Competing for the Future by Gary Hamel and C.K. Prahalad. Included with this full-text Harvard Business Review article: The Idea in Brief—the core idea. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new . Competing for the Future focus, give us a provocative, future-oriented book that shows how an organization can seize. Gary Hamel,C. K. Prahalad.

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Refresh and try again. Open Preview Gagy a Problem? Thanks for telling us about the problem. Return to Book Page. Preview — Competing for the Future by Gary Hamel. Competing for cojpeting Future by Gary Hamel. New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete.

In their stead have come the powerful ideas and methodologies of Gary Hamel and C. Prahalad, whose much-revered thinking has already engendered a new language of strategy.

In this book, they develo New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy hamfl growth obsolete. In this book, they develop a coherent model for how today’s executives can identify and accomplish no less than heroic goals in tomorrow’s marketplace. Their masterful blueprint addresses how executives can c.k.praha,ad the tension between competing today and clearing a path toward leadership in the future.

Paperbackpages. To see what your friends thought of this book, please sign up. To ask other readers questions about Competing for the Futureplease sign up. Be the first to ask a question about Competing for the Future. Lists with This Book.

Competing for the Future – Gary Hamel – Google Books

Mar 03, Omar Halabieh rated it it was amazing. As best summarized by the authors this book is about: We want to help them get off the restructuring treadmill and get beyond the reengineering programs that simply rev up today’s performance. We want to help them capture the riches that the future holds in store for those who get there first. The authors cover the various required aspects of conceiving a competitive strategy that positions for success. More importantly, the authors also discuss what can hinder the development and execution of a strategy.

What particularly resonated with me is the focus on execution and the fundamental role it plays in the strategy. A must read in the area of Strategy and Competition. Below are excerpts that I found particularly insightful: The goal of this book is to help individuals, and the institutions to which they devote their efforts, develop such a point of view and turn it into reality.

Only those who can imagine and preemptively create the future will be around to enjoy it. Yet there is more than one route to productivity improvement. Just as any firm that cuts the denominator and holds up revenue will reap productivity gains, so too will any company that succeeds in growing its revenue stream atop a slower growing or constant capital and employment base.

Although the first approach may sometimes be necessary, we believe that the second approach is usually more desirable. It is not enough for a company to get smaller and better and faster, as important as these tasks may be; a company must be capable of fundamentally reconceiving itself, of regenerating its core strategies, and of reinventing its industry.

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In short, a company must also be capable of getting different. To extend leadership a company must eventually reinvent leadership, to reinvent leadership it must ultimately reinvent its industry, and to reinvent its industry it must ultimately regenerate its strategy.

For us, to management’s primary task is reinventing industries and regenerating strategy, not reengineering processes. Creating the future is more challenging than playing catch up, in that you have to create your own road map. To be a challenger once, it is enough to challenge the orthodoxies of the incumbents; to be a challenger twice, a firm must be capable of challenging its own orthodoxies To get to the future, a company must be willing to jettison, at least in part, its past.

All the foresight in the world, if not matched by a capacity to execute, counts for little.

On the other hand, terrific executional ability, in the absence of industry foresight, is not enough hammel guarantee future success. A strategic architecture is the essential link between today and tomorrow, between short term and long term Strategic architecture is a broad opportunity approach plan. But the way to measure speed in the journey to the future is not how fast one is committing financial resources, but how fast one is gaining additional insight into the precise route that will c.k.prahalda one to the future first The quest every management team should ask itself is, “How do we learn about the future faster than competitors, while making fewer and smaller irrevocable commitments?

The goal is to challenge managers to become more ingenious both in multiplying the impact of the firm’s resource base and enlarging it. Stage 1 is competition for intellectual leadership Stage 2 is competition to shape and foreshorten the migration paths between today’s markets and industry structure and tomorrow’s.

Stage 3 is competition for market power and position once the new opportunities “take off” and the new industry structure begins to form. This means 1 establishing a deeply involving process for identifying core competencies; 2 involving strategic business units in a cross-corporate process for developing a strategic architecture and guture competence acquisition goals; 3 defining a clear set of corporate growth and new business development priorities; 4 establishing explicit “stewardship” riles for core competencies; 5 setting up an explicit mechanism for allocating critical core competence resources; 6 benchmarking competence-building efforts against rivals; 7 regularly reviewing the status of existing and nascent core competencies; and 8 building a community of people within fot organization who view themselves as the “carriers” of corporate core competencies.

We’d like to suggest the 4 Ps of global preemption. The first P is, of course, preemption. We’ve argued that to capture the maximum returns to innovation, a company must have a capacity for global preemption. The competiing three Ps are the prerequisites for preemption: Multiplied together, recognition, reputation, affinity, an domain determine a brand’s share of mind.

Ambition means setting a stretching aspiration, and then using the tools of resource leverage to “derisk” that ambition. May 12, Michael rated it it was ok. It is an okey book to read but it is very focused on big enterprises and their activities which makes it lose a bit value from my point of view. I liked the ideas of the book and it has some good points. However, sometimes it felt like it took one chapter to explain something that could have been said more quickly.

In a similar manner they use a lot of examples and I think repeat them at times in different chapters.

Competing for the Future

All in all, it was an interesting read and they have really nice ideas. Even thoug It is an okey book to read but it is very focused on big enterprises and their activities which makes it lose a bit value from my point of view. Even though I can think in the real world it can be a bit tricky to implement them.

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Mar 30, Noric Dilanchian rated it it was amazing. One of the best business books I’ve ever read. Not sure why this doesn’t show? Competing for the Future – Gary Hamel and C. May 08, Todd rated it it was amazing Shelves: This book was included in my book: Totally worth it Totally worth reading it.

As the authors themselves put it, it’s a book about making a difference. With plenty of real life experiences, the authors lead us to learn to enlarge our vision and knowledge Dec 01, Mary Kelly rated it liked it. Good ideas, but a hard read. Worth the effort, but slow and kind of tangled.

Jul 05, Claus Mossbeck added it. Aug 30, Juan Delgado rated it it was amazing. Nov 23, BrianMay rated it it was amazing. This is a nice book, really I love it. Dec 13, Nanda Rajanala rated it really liked it. This book is all about “core competence”, a term coined by the authors Gary Hamel and C. Prahalad several years before and had become an industry buzz word.

Competing for the Future – Gary Hamel, C. K. Prahalad – Google Books

I liked the book as it tried to elevate strategy to a different status, a more positive one, in the eyes of companies. It was however surprising that nothing much has changed the shape and face of what strategy is in companies since the time this book was written. Strategy is still considered a burden in several organizations and consulti This book is all about “core competence”, a term coined by the authors Gary Hamel and C. Strategy is still considered a burden in several organizations and consulting firms have taken control and ownership of that function.

Strategy in effect has turned out to be a wasteful exercise involving several resources working over time to create nothing for the future.

Hamel and Prahalad come up with a strong viewpoint on how strategy is about what the future could look like from an industry transformation standpoint. This does not take into consideration what you as a company are doing today and how successful or unsuccessful you are today. This foresight is based on core competence and what it can do for a company. They then recommend that the company needs to evaluate what it should do today to get to that new World in the future. I think that is the single biggest change in mindset that I believe not may companies are willing to adopt even today.

Strategy has definitely been about what we can do in the next years, given what we have today as a company. A point that the authors raise in their book and try to change. This is a good read and has obviously been a top seller since a long time.

The point that it hasn’t changed the industry landscape and strategy’s position in general may however make you wonder whether academic dictum really means anything in a corporate world where bureaucracy rules and “change” is always hard to adapt to.