Competing for the Future
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.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy. 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 ease the tension between competing today and clearing a path toward leadership in the future.
Comentarios de usuarios - Escribir una reseña
Review: Competing for the FutureReseña de usuario - May - Goodreads
An interesting book about corporate vision and a framework by which to begin to evaluate it. An interesting book for those trying to navigate corporations and identify growth opportunities. Leer reseña completa
airline AT&T banner brand billion British Airways build business units Canon capabilities challenge coalition commitment company’s competence-building competitive advantage competitive space copier core competence core products corporate cost create the future customers employees engine executives expeditionary marketing firm firm’s Fujitsu genetic global goal Hewlett-Packard high-definition television Honda IBM’s imagine improvement individual industry foresight industry structure innovation Intel intellectual investment Japan Japanese companies Komatsu launch leader lean manufacturing learning less management’s managerial frame manufacturing market share Matsushita Motorola Nicolas Hayek one’s opportunity arena organization organizational particular partners personal computer pioneer point of view potential product development product or service profits reengineering resource leverage restructuring rivals senior management sense share of mind skills Sony Sony’s strategic architecture strategic intent substantial success television today’s tomorrow’s top management Toshiba U.S. companies understanding versus view of strategy Xerox