¶ … Competing for the future" by G. Hamel & C.K. Pralahad
Book report on "Competing for the Future" by Gary Hamel and C.K. Pralahad
The book, "Competing for the future" brings into fore the discussion of effective strategic management as a path towards the establishment of efficient organizations and companies for the future. Moreover, the book's objective is to create ways in which leaders, specifically managers, can help lead the path towards the creation and development of an effective strategy plan for the organization. The path towards the future, however, should not be misconstrued as a 'race' in which organizations or companies must participate in. What Hamel and Pralahad brought into focus is the nature of the race towards the future, and this was aptly stated in the book (25):
There is not one future but hundreds. There is no law that says most companies must be followers. Getting to the future first is not just about outrunning competitors bent on reaching the same prize. It...
Strategic Management Action: Strategic Position, Choices, And Strategy Implementation Strategic management is stated to be the "process by which an organization formulates its objectives and manages to achieve them. Strategy is the means to achieve the organizational ends." (Thomas, nd) Managers are required to have a strategic vision in order to become strategic managers and implement strategic management initiatives. The strategic vision of the manager is inclusive of the following elements: (1)
Change This study analyzes outsourcing trends in the next decade. The study assesses this by focusing on the past and current trends, problems and issues in outsourcing via semi-structured interviews. Major trends and processes will be revealed and assessed for their relevancy, depth and breadth. Companies belonging to most industries are very much considered to be the units that are vertically integrated, or so-called usual industrial firms (Stigler, 1951), where activities
This level of the maturity model is a transitory one and is focused more on either small, incremental gains from the first level, which is Reacting. In the Reacting layer of this proposed Branding Maturity Model, the majority of brand departments have a decidedly "every department for itself" approach to process maturity and have information flow that is purely dependent on personal productivity applications only. That is to say
These core competencies are the focus of the recommendations given to McDonald's for the resolution of the described problems. By striving to improve their core competencies, McDonald's will be able to improve the customer service they offer to customers considerably as well as to satisfy their customers better Hammer & Stanton, 1999() Improving production consistency The big secret behind the success of McDonald's is that the company has long strived to
" The process feature revolves around "the general business process and practices that enable functional groups to operate effectively and collaborate toward a common goal - as well as a robust set of innovation methodologies and tools." Finally, the structure component has refers to the "organizational structures and supporting technologies that enable collaboration across functional lines" (Innovation Point, 2004). Otherwise put, the ophthalmologic clinic has to focus on implementing a
The main fundamentals behind this growth strategy were favorably exploited by Symantec's CEOs in the recent years. For example, answering the question 'Why is Symantec's strategy to become a full service security company while others in the market are just focusing on single areas for future development, such as antivirus?' Of a journalist, Symantec's chairman and CEO John W. Thompson, answered: 'Look at some of the market leaders from a
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