theoretician hamel prahalad

7/25/2019 Theoretician Hamel Prahalad

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Management Gurus:Management Gurus:

Hamel and PrahaladHamel and PrahaladTU-91.110 Industrial Business Relations andTU-91.110 Industrial Business Relations and

Netor!sNetor!s

"#.#."00$"#.#."00$Grou% 10 &immo 'aa!!ola and 'ari Ruo!olainenGrou% 10 &immo 'aa!!ola and 'ari Ruo!olainen


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(.&. Prahalad and G. Hamel in(.&. Prahalad and G. Hamel in

a Nutshella Nutshell

) (oim*atore &rishnarao(oim*atore &rishnaraoPrahaladPrahalad+Usuall, ust (.&. Prahalad+Usuall, ust (.&. Prahalad

) /hort %ersonal histor,:/hort %ersonal histor,: o2torate 3rom Har4ardo2torate 3rom Har4ardBusiness /2hoolBusiness /2hool

Pro3essorshi%s inPro3essorshi%s inUni4ersit, o3 Mi2higan5Uni4ersit, o3 Mi2higan5IN/675 and IIMIN/675 and IIM

(o-3ounder o3(o-3ounder o3 PrajaPrajaIn2.5In2.5here he tried his ingshere he tried his ingsas an entre%reneuras an entre%reneur

) Gar, HamelGar, Hamel

) /hort %ersonal/hort %ersonal

histor,:histor,: o2torate 3rom theo2torate 3rom the

Uni4ersit, o3 Mi2higanUni4ersit, o3 Mi2higan

Pro3essorshi% in 8ondonPro3essorshi% in 8ondon/2hool o3 62onomi2s/2hool o3 62onomi2s

ounder and %resident o3ounder and %resident o3StrategosStrategos5 an5 aninternationalinternationalmanagementmanagement2onsultan2,2onsultan2,


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(.&. Prahalad and G. Hamel(.&. Prahalad and G. Hamel

or!ing Togetheror!ing Together

) The to met in 19;; in Mi2higanThe to met in 19;; in Mi2higan Hamel as a student5 (.&. as an asso2iate %ro3essorHamel as a student5 (.&. as an asso2iate %ro3essor

) In mid 19


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(entral @uestions A Ideas(entral @uestions A Ideas

64ol4ing in Their or! +1"64ol4ing in Their or! +1") Strategic ftStrategic ft 4ersus4ersusLeveraging ResourcesLeveraging Resources

the to main strateg, s2hools a22ording to (.&.P A G.Hthe to main strateg, s2hools a22ording to (.&.P A G.H CCMaintaining strategi2 the DtC a%%roa2h:Maintaining strategi2 the DtC a%%roa2h:

)Trimming am*itions to mat2h resour2es5 sear2h o3 sustaina*leTrimming am*itions to mat2h resour2es5 sear2h o3 sustaina*lead4antages5 Dnan2ial goalsad4antages5 Dnan2ial goals

CC8e4araging resour2esC a%%roa2h:8e4araging resour2esC a%%roa2h:) de4elo% resour2es toards am*itions5 em%hasis on learning5de4elo% resour2es toards am*itions5 em%hasis on learning5

de4elo%ing 2ore 2om%eten2ies the a%%roa2h %re3erred *, thede4elo%ing 2ore 2om%eten2ies the a%%roa2h %re3erred *, theauthorsauthors

) IncrementalismsIncrementalisms 4ersus4ersus RevolutionRevolution (.&.PAG.H argue that %la,ing the same game *etter is no a,(.&.PAG.H argue that %la,ing the same game *etter is no a,

to su22ess. Inno4ation and *uilding on 2ore 2om%eten2ies isto su22ess. Inno4ation and *uilding on 2ore 2om%eten2ies isthe !e,Ethe !e,E

) CentralizationCentralization 4ersus4ersusDecentralizationDecentralization The authors 2laim that /BU thin!ing +de2entrali?ation isThe authors 2laim that /BU thin!ing +de2entrali?ation is

3undamentall, against de4elo%ing 2ore 2om%eten2ies3undamentall, against de4elo%ing 2ore 2om%eten2ieseFe2ti4el,eFe2ti4el,


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(entral @uestions A Ideas(entral @uestions A Ideas

64ol4ing in Their or! +""64ol4ing in Their or! +""

)The im%ortan2e o3 CThe im%ortan2e o3 Cstrategic architecturestrategic architectureCC to%-le4el strateg, 3or de4elo%ing ne 2oreto%-le4el strateg, 3or de4elo%ing ne 2ore

2om%eten2ies5 ne 3un2tions5 or e4ol4ing the eisting2om%eten2ies5 ne 3un2tions5 or e4ol4ing the eisting

2om%eten2ies2om%eten2ies Hea4, 3uture-orientation5 though a2tions need toHea4, 3uture-orientation5 though a2tions need to

start noEstart noE

) Core CompetenciesCore Competencies are the !e, to e4er,thingare the !e, to e4er,thing

(lari3,ing the 2ore 2om%eten2ies5 *uilding on them5(lari3,ing the 2ore 2om%eten2ies5 *uilding on them5

and C2ulti4atingC a 2ulture o3 2ore 2om%eten2iesand C2ulti4atingC a 2ulture o3 2ore 2om%eten2ies


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(ritiue toards (.&. Prahalad(ritiue toards (.&. Prahalad

and G. Hameland G. Hamel) 6m%iri2al e4iden2e shos that Cleading the6m%iri2al e4iden2e shos that Cleading the

re4olutionC5 or de4elo%ing the 2orere4olutionC5 or de4elo%ing the 2ore2om%eten2ies Drst5 does not ne2essaril, lead2om%eten2ies Drst5 does not ne2essaril, leadto su22essto su22ess

(om%etition 2an *uild 2om%eten2ies later and 4ia(om%etition 2an *uild 2om%eten2ies later and 4iain2remental inno4ation in the gamein2remental inno4ation in the game

) HamelAPrahalad are not 2lear5 or e4en %resentHamelAPrahalad are not 2lear5 or e4en %resent2ontrading 4ies5 a*out the role o3 to%2ontrading 4ies5 a*out the role o3 to%managementmanagement

22asional em%hasis on *ottom-u%5 emergent22asional em%hasis on *ottom-u%5 emergent4ies5 e4en or! %la2e demo2ra2,5 *ut at the same4ies5 e4en or! %la2e demo2ra2,5 *ut at the sametime hea4, relian2e on to% management 4isiontime hea4, relian2e on to% management 4ision

) Is Cstrategi2 ar2hite2tureC ust a ne name 3orIs Cstrategi2 ar2hite2tureC ust a ne name 3orCstrategi2 %lanCJCstrategi2 %lanCJ


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(.&.Prahalad and G.Hamel and(.&.Prahalad and G.Hamel and

Industrial Business Netor!sIndustrial Business Netor!s) (om%eten2ies rea2h o4er 2om%an, *ounders(om%eten2ies rea2h o4er 2om%an, *ounders) CollaborationCollaborationin intera2tion among thein intera2tion among the

2om%anies is em%hasi?ed2om%anies is em%hasi?ed es%e2iall, 3rom the learning %ers%e2ti4e5 on *uildinges%e2iall, 3rom the learning %ers%e2ti4e5 on *uilding

2ore 2om%eten2ies2ore 2om%eten2ies

em%hasis on learning on loer le4el o3 intera2tionem%hasis on learning on loer le4el o3 intera2tion+indi4idual a%%ro2h5 not to%-management+indi4idual a%%ro2h5 not to%-management

) Netor! a%%roa2h5 *oth internall, and *eteenNetor! a%%roa2h5 *oth internall, and *eteen2om%anies2om%anies CC..e2ellen2e is a 2om%le e* o3 ... integration ith..e2ellen2e is a 2om%le e* o3 ... integration ith

su%%liers5 4alue engineering ... It is diK2ult to e2tra2tsu%%liers5 4alue engineering ... It is diK2ult to e2tra2tsu2h a su*tle 2om%eten2e ... *ut in a %ie2emeal 3ashionCsu2h a su*tle 2om%eten2e ... *ut in a %ie2emeal 3ashionC


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(on2luding A /ummari?ing the(on2luding A /ummari?ing the

PresentationPresentation

) (.&. Prahalad and G. Hamel5 inLuential(.&. Prahalad and G. Hamel5 inLuentialthin!ers in the Deld o3 strateg, in 1990=sthin!ers in the Deld o3 strateg, in 1990=s

) Main 2ontri*utions to the dis2i%line:Main 2ontri*utions to the dis2i%line: The de4elo%ment o3 the 2on2e%t o3The de4elo%ment o3 the 2on2e%t o3 corecore

competencycompetency

) Both ithin the 2or%oration and in a netor! o3 DrmsBoth ithin the 2or%oration and in a netor! o3 Drms

The em%hasis on long-term strategi2 ar2hite2tureThe em%hasis on long-term strategi2 ar2hite2ture

%%osition to short term 2ost-2utting and%%osition to short term 2ost-2utting and

in2remental *usiness de4elo%mentin2remental *usiness de4elo%ment

theoretician hamel prahalad

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