By Gary Hamel, C. K. Prahalad
Publish 12 months note: First released July 1st 1994
New aggressive realities have ruptured limitations, overthrown a lot of ordinary administration perform, and rendered traditional versions of approach and development out of date. of their stead have come the strong rules and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered considering has already engendered a brand new language of procedure.
In this e-book, they strengthen a coherent version for a way today's executives can establish and attain at the very least heroic ambitions in tomorrow's market. Their masterful blueprint addresses how executives can ease the strain among competing this day and clearing a course towards management sooner or later.
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Additional resources for Competing for the Future
Who are your competitors today? Who will be your competitors in the future? What is the basis for your competitive advantage today? What will be the basis for your competitive advantage in the future? Where do your margins come from today? Where will your margins come from in the future? What skills or capabilities make you unique today? What skills or capabilities will make you unique in the future? In what end product markets do you participate today? In what end product markets will you participate in the future?
As we will see, an understanding of how to put such a coalition together and keep it pointed toward a common future is central to the task of competing for the future. Speed versus Perseverance Yet another way in which competition for the future is different from competition for the present is the timeframe. 5 Product life cycles are getting shorter, development times are getting tighter, and customers expect almost instantaneous service. Yet the relevant timeframe for exploring and conquering a new opportunity arena may be ten years, twenty years, or even longer.
Only after Southwest Airlines became the most profitable airline in America did United and American challenge their long-held assumptions about how to compete. At worst, laggards follow the path of greatest familiarity. Challengers, on the other hand, follow the path of greatest opportunity, wherever it leads. A company doesn’t need to be an upstart to be a challenger. Whereas CNN, Microsoft, and The Body Shop have often exhibited all the rebellious tendencies of adolescents, elders like Merck, British Airways, and Hewlett-Packard have also challenged the orthodoxies of industry incumbents.
Competing for the Future by Gary Hamel, C. K. Prahalad