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So you've restructured and reengineered
to become leaner and more efficient for the competitive
1990s. All that rethinking of current business processes
and the wrenching downsizing that resulted has ensured your
short-term survival and may even have brought your firm
present market leadership. But now what? Competing for the
Future offers a masterful blueprint for what your company
must be doing today if it is to occupy the competitive high
ground of the future. It is both a handbook for industry
revolutionaries and a guide to creating the markets of tomorrow.
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 their bestselling award-winning Harvard
Business Review articles -- "Strategic Intent"
and "The Core Competence of the Corporation" --
Hamel and Prahalad have challenged executives the world
over to stop the unrewarding and ultimately dead-end process
of downsizing and enter the dynamic realm of industry transformation
and strategy regeneration.
In Competing for the Future, they
show executives how to:
- Get their company off the restructuring
and reengineering treadmill and onto the elusive path
of corporate revitalization
- Develop the industry foresight
necessary to proactively shape industry evolution
- Establish a truly stretching strategic
intent and mobilize the entire organization in its
pursuit
- Discover ways of leveraging resources
that will enable the company to attain heroic goals despite
resource constraints
- Develop a point of view on which core
competencies can be built for the future
- Extend the boundaries of corporate
imagination and revitalize the process of new business
creation
Competing for the Future is about
succeeding by making a difference -- to customers by creating
unimagined but soon-to-be-essential products and services,
to employees by opening every avenue for personal aspiration
and contribution, and to managers by creating a new competitive
space to build not merely a career but a legacy. In the
end, this book will reframe for readers what it means to
be strategic -- and successful.
Gary Hamel is professor of strategic
and international management at London Business School.
He has consulted with companies around the globe, including
Rockwell, Motorola, Alcoa, Nokia, EDS, Ford, and Dow Chemical.
C. K.. Prahalad is Harvey C. Fruehauf Professor of Business
Administration and professor of corporate strategy and international
business at the Graduate School of Business Administration,
University of Michigan. He has consulted with many multinational
firms, among them Eastman Kodak, AT&T, Cargill, Honeywell,
Philips, Colgate Palmolive, Motorola, TRW, Whirlpool, and
Ahlstrom.
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