C. K. Prahalad

C. K. Prahalad - ToolsHero

C.K. Prahalad (1941-2010) was vastberaden om managers van deze tijd wakker te schudden met “dominante logica” en diepgewortelde veronderstellingen. Hij was een provocerend denker die regelmatig met verrassende inzichten kwam waar leidinggevenden zelf nooit aan zouden hebben gedacht. Prahalad heeft ook zijn bekendheid te danken aan de ontwikkeling van de concepten: het Core Competence model en Co-creatie.

Biografie C. K. Prahalad

Prahalad is geboren in India. Daar studeerde aan de Indiase School of Management en behaalde zijn MBA graad. Zijn DBA graad behaalde hij aan de Harvard Business School.

Naast een wetenschappelijke carrière aan de University of Michigan Ross School of Business als professor, heeft Prahalad ook diensten geleverd als internationale business consultant. Hij werkte voor organisaties zoals Oracle, TRW, Unilever, AT&T en Cargill.

In de jaren negentig speelde Prahalad een belangrijke rol bij de redding van het Nederlandse bedrijf Philips. Hij was adviseur van Jan Timmer en gaf vorm aan de operatie Centurion (2 tot 3 jaar) om Philips er weer bovenop te helpen.

Prahalad heeft ook nauw samengewerkt met Gary Hamel. Samen hebben ze gewerkt aan wetenschappelijk en empirisch onderzoek op het gebied van core competence (kerncompetenties). De resultaten uit dit onderzoek vormde de basis voor de opkomst van outsourcing. Zijn onderzoek was vooral gericht op de beste ‘next practices’, bedrijfsstrategieën en de rol van het top management in multinationale organisaties.

Prahalad ‘s laatste werk richtte zich vooral op onderlaag van de samenleving: 4 miljard mensen die onder de armoede grens leven. Deze gedachte komt terug in zijn boek The Fortune at the Bottom of the Pyramid (2002), waarin hij dit uitlegt onder het motto van “eradicating poverty through profits”.

Prahalad is op 68 jarige leeftijd overleden aan langdurige longziekte.

10 bekende quotes van C. K. Prahalad

  1. “The essence of strategy lies in creating tomorrow’s competitive advantages faster than competitors can mimic the ones you possess today.”
  2. “Executives are constrained not by resources, but by their imagination.”
  3. “Never accept silence as agreement because you’ll regret it later.”
  4. “Strategy is about stretching limited resources to fit ambitious aspirations.”
  5. “Under certain circumstances, it offers new, unexpected, or long overlooked value.”
  6. “There’s a heightened awareness o fthe need to be, and to be seen as, a good corporate citizen.”
  7. “If you are honest about helping others rather than showing how smart you are, things are very easy.”
  8. “A company surrenders today’s businesses when it gets smaller faster than it gets better. A company surrenders tomorrow’s business when it gets better without getting different.”
  9. “Laggards follow the path of greatest familiarity. Challengers on the other hand follow the path of greatest opportunity where it leads.”
  10. “An industry full of clones is an opportunity for any company that isn’t locked into the dominant managerial frame.”

Bekende publicaties en boeken van Prahalad et al.

  • 2013. Creating global strategic capability. Strategies in Global Competition, Routledge, Abingdon, 5-39.
  • 2010. Innovation’s holy grail. Harvard Business Review, 88(7/8), 132-141.
  • 2009. Why sustainability is now the key driver of innovation. Harvard business review, 87(9), 56-64.
  • 2008, 1998. The end of corporate imperialism. Harvard Business Review Press.
  • 2008. The New Age of Innovation: Driving Co-created Value Through Global Networks. McGraw-Hill.
  • 2007. Cocreating business’s new social compact. Harvard business review, 85(2), 80-90.
  • 2006. The innovation sandbox. Strategy and Business, 44, 62.
  • 2004. The Future of Competition: Co-Creating Unique Value with Customers. Harvard Business School Press.
  • 2004. Selling to the poor. Foreign Policy, 30-37.
  • 2004. Invited commentaries on “evolving to a new dominant logic for marketing”. Journal of Marketing, 68(1), 18-27.
  • 2003. The new frontier of experience innovation. MIT Sloan Management Review, 44, 12-18
  • 2002. The Fortune at the Bottom of the Pyramid. Wharton School Publishing.
  • 2002. Serving the world’s poor, profitably. Harvard business review, 80(9), 48-59.
  • 2002. The co-creation connection. Strategy and Business, 50-61.
  • 2002. The dynamic synchronization of strategy and information technology. MIT Sloan management review, 43(4), 24.
  • 2000. Co-opting customer competence. Harvard business review, 78(1), 79-90.
  • 1999. The multinational mission: Balancing local demands and global vision. Simon and Schuster.
  • 1999. Transforming internal governance: the challenge for multinationals. Sloan Management Review, 40(3), 31.
  • 1998. The new meaning of quality in the information age. Harvard business review, 77(5), 109-18.
  • 1997. The core competence of the corporation. En Foss, 235-56.
  • 1996. A resource-based theory of the firm: Knowledge versus opportunism. Organization science, 7(5), 477-501.
  • 1996. Competing in the new economy: Managing out of bounds. Strategic management journal, 237-242.
  • 1995. Weak signals versus strong paradigms. Journal of Marketing Research, 32(3), iii.
  • 1994. Competing for the future. Harvard Business School Press.
  • 1994. Strategy as a field of study: Why search for a new paradigm? Strategic management journal, 15(S2), 5-16.
  • 1994. Corporate governance or corporate value added?: Rethinking the primacy of shareholder value..
  • 1993. The Role of Core Competencies in the Corporation. Research-Technology Management, Vol. 36, No. 6 (November–December 1993), pp. 40-47.
  • 1993. Strategy as stretch and leverage. Harvard business review, 71(2), 75-84.
  • 1991. Corporate imagination and expeditionary marketing. Harvard business review, 69(4), 81-92.
  • 1991. Managing DMNCs: A search for a new paradigm. Strategic Management Journal, 12(S1), 145-164.
  • 1990. The Core Competence of the Corporation. Harvard Business Review.
  • 1990. Globalization: The intellectual and managerial challenges. Human Resource Management, 29(1), 27-37.
  • 1989. Strategic Intent. Harvard Business Review, May-June, 63-76.
  • 1989. Collaborate with your competitors and win. Harvard business review, 67(1), 133-139.
  • 1987. The Multinational Mission: Balancing Local Demands and Global Vision.
  • 1986. The dominant logic: a new linkage between diversity and performance, Strategic Management Journal.
  • 1985. Do you really have a global strategy?. Harvard Business Review. July-August, 139-148.
  • 1983. Developing strategic capability: An agenda for top management. Human resource management, 22(3), 237-254.
  • 1983. Managing strategic responsibility in the MNC. Strategic Management Journal, 4(4), 341-351.
  • 1981. An approach to strategic control in MNCs. Sloan Management Review, 22(4), 5.
  • 1980. How MNCs cope with host-government intervention. Harvard Bus. Rev.;(United States), 58(2).
  • 1976. The strategic process in a multinational corporation.
  • 1976. Strategic choices in diversified MNCs. Matrix Organization & Project Management, 73.

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