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Competing for the Future [Paperback]

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Item Description...
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. A hardcover version is available

Item Specifications...

Pages   384
Est. Packaging Dimensions:   Length: 8.1" Width: 5.26" Height: 0.81"
Weight:   0.7 lbs.
Binding  Softcover
Release Date   Apr 1, 1996
Publisher   Harvard Business School Press
ISBN  0875847161  
EAN  9780875847160  


Availability  0 units.


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Reviews - What do our customers think?
Still relevant  Dec 19, 2007
Although, written in 90's, this book provides an excellent insight in to planning and architecting the enterprises of future which is still relevant. Take an example of GEICO or Progressive of the Insurance world. Take a look at how they built an innovative distribution channels and made it their core competency. While their competition was comforted with old agency distribution model and now competition is trying to duplicate their core competency instead of thinking about future.
 
good book  Apr 9, 2007
Like every business book, it has at least 100 pages more than what would have been necessary to get the idea.
 
Don't Ignore the Lessons in this Book...  Feb 11, 2006
"Gary Hamel is one of the brightest corporate strategist on the planet. And C.K. Prahalad is a brilliant business mind from the University of Michigan. Together, they have produced a profound book that will revitalize many companies. Those firms and organizations that ignore the new strategic architecture will be like `the deer caught in the headlights'... they will be doomed like many of the companies that have already disappeared from the ranks of the Fortune 1000."

-- Ko Hayashi
Managing Director, Chandler Leadership & Development, LLC www.corevaluetraining.com
 
Don't be a bug on the windshield!  Apr 27, 2005
"On the road to the future, who will be the windshield, and who will be the bug?" - Gary Hamel

To be competitive in today's world, you must focus not only on the here and now, but also focus on creating the future because "Nothing is more liberating than becoming the author of one's on destiny."

Hamel and Prahalad deeply understand the very core of competition, and provide the reader with an understanding of how to build a great company.

Chapter 1: Getting Off the Treadmill
In addition to paying attention to their position in the current market, companies must focus more on creating the future of the industry and their stake in it.

Chapter 2: How Competition for the Future is Different
Competition for the future is competition to maximize the share of future opportunities.

Chapter 3: Learning to Forget
Unless a company wishes to meet the fate of the dinosaurs, it must stop looking in the rear view mirror.

Chapter 4: Competing for Industry Foresight
Industry foresight allows companies to envision ways of meeting unarticulated needs. Foresight arises from wanting to make a difference in people's lives.

Chapter 5: Crafting Strategic Architecture
"Not only must the future be imagined ... it must be built."
Strategic architecture is a set of plans on how to turn your dream into reality.

Chapter 6: Strategy as Stretch
"It is not cash that fuels the journey to the future, but the emotional and intellectual energy of every employee." Strategy must be built upon the juncture of where the firm is and where it wants to be.

Chapter 7: Strategy as Leverage
The real issue for many struggling managers is not a lack of resources, but too many priorities, too little stretch, and too little creative thinking about how to leverage resources.

Chapter 8: Competing to Shape the Future
Getting to the future first may empower a company to establish the rules by which other companies will have to compete.

Chapter 9: Building Gateways to the Future
Every top management team is competing not only to protect the firm's position within existing markets, but to position the firm to succeed in new markets.

Chapter 10: Embedding the Core Competence Perspective
All too often, opportunity that falls between the cracks of existing market and departmental definitions, gets overlooked.

Chapter 11: Securing the Future
What counts most is not hitting a bulls' eye the first time, but how quickly one can improve one's aim and get another arrow on the way to the target.

Chapter 12: Thinking Differently
"To ultimately 'be' different, a company must first 'think' differently." To share in the future, a company must learn as much about thinking differently as it does about what to do.


Competing for the Future is a lively study in how to transform today's dreams into tomorrow's reality. Don't read this book at your own peril. Competing today, without regard to tomorrow's possibilities will certainly stack the odds in your competitor's favor.

Michael Davis, President - Brencom Strategic Business Consulting
 
A perennial favorite that still packs a punch  Sep 30, 2004
This perennial favorite is now ten years old. While some of its specific examples have aged and its basic message around core competencies and numerator growth rather than denominator reduction have passed into common business parlance, it is still a solid read that has much to offer. Every businessperson has to decide what his or her company is going to do, how it is going to do it, and what its future course will be. This is a surprisingly complex task and it is all too easy to make the wrong steps simply because they seem safe, pragmatic, and obvious.

Hamel and Prahalad help clarify how to think about what is at the core of your business and how to build on that while changing and shedding everything that distracts from that. Do not be fooled, however. Simply because the book reads well, and its thoughts are clearly presented, applying them in the real world is shockingly hard.

Some of the specific examples of this or that company doing this or that have aged. Not all the companies that were up in 1994 have continued their success. Nor have all their chosen paths led to continued prosperity. This is to be expected and does not diminish the message.

The key is to think hard about what the authors are saying, gather the things that can help you move forward, and then work to avoid complacency and distractions from what your business is about with every bit of energy you can bring to bear to support your chosen strategy.
 

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