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Competing for the Future
 
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Competing for the Future [Format Kindle]

Gary Hamel , C. K. Prahalad
4.0 étoiles sur 5  Voir tous les commentaires (2 commentaires client)

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Winning in business today is not about being number one--it's about who "gets to the future first," write management consultants Gary Hamel and C.K. Prahalad. In Competing for the Future, they urge companies to create their own futures, envision new markets, and reinvent themselves.

Hamel and Prahalad caution that complacent managers who get too comfortable in doing things the way they've always done will see their companies fall behind. For instance, the authors consider the battle between IBM and Apple in the 1970s. Entrenched as the leading mainframe-computer maker, IBM failed to see the potential market for personal computers. That left the door wide open for Apple, which envisioned a computer for every man, woman, and child. The authors write, "At worst, laggards follow the path of greatest familiarity. Challengers, on the other hand, follow the path of greatest opportunity, wherever it leads." They argue that business leaders need to be more than "maintenance engineers," worrying only about budget cutting, streamlining, re-engineering, and other old tactics. Definitely not for dilettantes, Competing for the Future is for managers who are serious getting their companies in front. -- Dan Ring

From Publishers Weekly

Hamel and Prahalad (coauthors of Harvard Business Review) develop judicious, provocative managerial theses in this sophisticated work. Rejecting recent downsizing and reengineering trends, they present their blueprint for transforming an industry's structure, which, they stress, is the primary challenge facing today's managers. The authors focus on tomorrow's competition and opportunities, vitalizing the company for the future and outrunning competitors to "get to the future first." Pioneering ideas on strategy, leadership competencies and market forces abound in this study. Concepts are presented with numerous visual aids. 50,000 first printing; $75,000 ad/promo; first serial to Fortune; author tour.
Copyright 1994 Reed Business Information, Inc.

Détails sur le produit

  • Format : Format Kindle
  • Taille du fichier : 1341 KB
  • Nombre de pages de l'édition imprimée : 384 pages
  • Editeur : Harvard Business Review Press; Édition : Reprint (21 mars 1996)
  • Vendu par : Amazon Media EU S.à r.l.
  • Langue : Anglais
  • ASIN: B004OC070S
  • Synthèse vocale : Activée
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  • Word Wise: Activé
  • Moyenne des commentaires client : 4.0 étoiles sur 5  Voir tous les commentaires (2 commentaires client)
  • Classement des meilleures ventes d'Amazon: n°151.881 dans la Boutique Kindle (Voir le Top 100 dans la Boutique Kindle)
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Commentaires client les plus utiles
4.0 étoiles sur 5 A lire par tous les managers 20 avril 2011
Par kStarBe
Format:Broché|Achat vérifié
Ce livre est un vrai livre sur la compétition et le management. A des kilomètres de Management By Chaos par exemple, ce livre établit via des exemples concret ce qu'il faut faire pour rester dans le coup sur son marché. Certes, les exemples sont souvent tirés de sociétés US, mais il garde un caractère universel sur la force des analyses et des conlusions à tirer. Une des questions les plus marquantes est de savoir combien de temps passe la direction d'une entreprise à s'interroger sur sa stratégie et son futur. Réponse dans le livre.
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4.0 étoiles sur 5 Transformer l'avenir à son avantage 8 juillet 2010
Par Christophe FAURIE VOIX VINE
Format:Broché
Plaidoyer pour que l'entreprise conçoive sa stratégie comme une transformation du monde, et d'elle-même ("strategy as stretch"), alors que la doctrine traditionnelle, de M.Porter, prône l'adaptation ("strategy as fit"). Et éloge de la différenciation, qui dénonce, notamment, le manque d'imagination des entreprises (renforcé par l'effet d'uniformisation qu'ont les cabinets de conseil). Il les amène à utiliser la seule arme du prix. Pour le plus grand malheur du consommateur qui y perd choix et innovation.
Mais, est-il facile de modifier l'avenir à son avantage ? Il est intéressant de voir ce qu'il est advenu des entreprises exemplaires citées par le livre. Ce qui me semble surtout digne d'intérêt ici est la vision d'une stratégie comme acquisition de compétences (collectives), et, donc, d'une mise en œuvre de stratégie comme apprentissage.
L'une des deux grandes théories de stratégie d'entreprise avec celle de Michael Porter. (Complémentaires.)
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Amazon.com: 4.5 étoiles sur 5  48 commentaires
38 internautes sur 40 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Educational and Motivational Material 23 janvier 2000
Par Irene Rozenberg - Publié sur Amazon.com
Format:Relié
Competing for the Future, by Gary Hamel and C. K. Prahalad focuses on new issues and techniques of strategic planning as discovered, articulated, and reported by the authors, both Professors of Business at the University of Michigan. The main message of the book reads as follows: in order for a company to be a success, the company must create its future instead of following other companies into the future.
By "creating the future" the authors understand defining and exploiting yet unknown future market opportunities. The opportunities do not have to be confined to the company's core competencies (although the book places significant emphasis on utilizing those). Instead, the company can choose to find alternate distribution channels, beneficial alliances, and other creative means of reinventing itself. The authors offer a wide array of management tools to successfully perform the corporate definition of future consumer needs.
The authors emphasize the corporate need for continuous innovation and reinvention. According to the book, many once-successful companies have failed because of their lack of regeneration and their erroneous belief in persistence of yesterday's business practices. Among the ways to successful corporate regeneration, the authors credit corporate diversity on the thinking level as successful means for breaking established corporate "myths" of the right way of doing business. The authors note that hiring personnel from outside industries can bring fresh and vital perspective on the present state of an enterprise.
In order to develop the future, a company must first define it. In defining the future today, Hamel and Prahalad suggest building "the best possible assumption base about the future." The "assumption base" is to indicate to management what changes in the company's products, competencies, and consumer interface are necessary in order to address future customer needs. The collective information about the changes of tomorrow comprises company's vision.
In order to create a successful vision of the future, a company needs dedicated senior management that "can escape the orthodoxies of the corporation's current `concept of self'", and can enlarge the window of today's possibilities as projected into the future. The authors stress that a corporation should stretch the boundaries surrounding its competitive position of today in order to include tomorrow's competition and changes in customer needs. The book defines a successful corporate vision as the one that demands more of the corporation than the corporation is capable of providing today. Such a "stretch" between today's capacities and tomorrow's vision ensures that the company innovates in order to achieve the set goals, whereas "perfect fit [would guarantee corporate] atrophy and stagnation".
The book underscores the importance of basing tomorrow's market vision on core competencies of the corporation rather than on acquisition of other businesses or "grass roots `intrapreneurship'". According to Hamel and Prahalad, core competencies represent "competitive strength" of an enterprise, defined and agreed upon by the company's general management. Building on the core competencies gives the company an immediate advantage over competition that needs to assemble similar competencies prior to entering the competitive race.
The authors note that corporate vision by itself "does not guarantee competitive success". In order for a company to be profitable, the company's foresight should be accompanied by a sufficient executional capacity. Executional capacity refers to continuous leverage of core competencies accompanied by healthy risk mitigation practices. The authors list several tools that can be used to leverage corporate core competencies in order to take hold of future market opportunities. One of the aforementioned tools is the process of aligning corporate operations based on core competencies rather than products and/or business functions. Operations focused on products and services fragment core competencies, and can subsequently truncate corporate opportunities for growth by disallowing deployment of core competencies when the need arises. Another crucial tool in successful execution of corporate vision is a regular review of core competencies together with competencies benchmarking against existing and potential competition in order to assure the company's market position.
In addition to the ideas cited in this paper, the authors describe myriad of ways to enhance tomorrow's competitiveness of an enterprise. Overall, the book is written in a motivational and comprehensive style. Peppered with real-life examples, the book offers thorough guidance to advance in the future marketplace.
14 internautes sur 14 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 1990s thought leadership 24 septembre 2003
Par therosen - Publié sur Amazon.com
Format:Broché
Hamel and Prahalad brought two ideas to the forefront of management in the 1990s: Creating a strategic intent that dominates corporate thinking, and then understanding the core competencies that the organization requires to get there. Rather than create numerous 5 year plans, communicate the direction and insure you have the skills to get there.
The impact of this was felt across corporate Americas. As companies struggled in reacting to changing times, they would talk more of core competencies instead of certainy of the future. Well run companies could also articulate their vision and what they're good at. (Example GE: "We are #1 or #2 in every business we run. We get there by rigorous management and continuous improvement.") These ideas are here to stay.
Is it all so simple? In Consulting Demons, Lewis Pinault takes issue with Prahalad and his consulting practice at Gemini. He asserts that the ideas can be misapplied to fuel a consulting boom, and that Prahalad's missionary zeal was better for generating consulting fees than for corporate bottom lines.
Bottom line - the book is a good introduction to some important strategic concepts. Although it is no longer required reading at top consulting firms, it is still relevant and important. Just take the ideas (like all pop management ideas) with a grain of salt.
23 internautes sur 27 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Great Up-Date on the Peter Drucker Strategy Model 27 janvier 1999
Par Donald Mitchell - Publié sur Amazon.com
Format:Relié
I am a corporate strategy consultant who works mostly with FORTUNE 200 companies, and I also write books and articles about strategy. Strategic thinking has gone in and out of fashion in such companies several times in the last 40 years. With this book, Hamel and Prahalad have raised the value of strategic thinking in the current context in an effective way. This book is clearly designed with the large company in mind, where the need to envision, communicate about, and organize for the future is most difficult. By breaking down strategic thinking into the elements described here, the authors make strategic thinking easier for those who have little experience. Interestingly enough, many companies have "banned" strategic thinking in favor of more tactically-oriented programs that produce near-term cost reductions. Our firm recently did a survey of the most successful CEOs, and they reported that they felt that better strategies had the most potential to most improve their companies. These same CEOs also reported that they understood little about how to create better strategies. In such companies, COMPETING FOR THE FUTURE can provide an excellent balance. A good book to read in conjunction with this one is Peter Drucker's, MANAGEMENT, which provides the intellectual heritage for many of these ideas. For people who need more detail than Drucker normally provides, COMPETING FOR THE FUTURE will be the more helpful book.
10 internautes sur 11 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Don't be a bug on the windshield! 27 avril 2005
Par Michael Davis - Publié sur Amazon.com
Format:Broché
"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
5 internautes sur 5 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Important reading for corporate strategic planners. 17 août 1999
Par Adam Lefton - Publié sur Amazon.com
Format:Broché
Although I'm no longer completely convinced that the "core competencies" approach is always the right approach to stategic planning, Hamel and Prahalad's work is important reading. Every organization should understand its core competencies and take them into account in their strategic planning process. Having said that, however, I personally prefer the "Key Strategic Driver" concept laid out by Mike Robert in his book "Strategy Pure and Simple". When working with my clients on strategic planning activities, we often discuss core competencies as a prelude to exploring the company's "driving force" or "strategic heartbeat". Adam Lefton
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