C. K. Prahalad


C. K. Prahalad (1942-2010) was determined to shake managers free of their “dominant logic” and deeply held assumptions.

He was a provocative thinker who regularly produced startling insights that managers would never have considered.

C. K. Prahalad is also famous for his contribution on the development of the Core Competence Model.

Biography C. K. Prahalad

Prahalad was born in India and a graduate of the Indian School of Management (MBA), as well as a DBA from the Harvard Business School.

In addition to his scientific career as a Professor at the University Of Michigan Ross School Of Business, Prahalad also worked as an international business consultant.

He worked with companies such as: Oracle, TRW, Unilever, AT&T and Cargill.

In the 1990s C. K. Prahalad helped save the Dutch company Philips. He served as advisor to CEO Jan Timmer and he designed operation Centurion, which took 2 to 3 years, to help save Philips.

C. K. Prahalad became particularly known for the work he conducted with Gary Hamel.

They carried out scientific and empirical research in the area of Core Competence Model.

The results of this research formed the basis for the emergence of outsourcing.

His research was mainly focused on the best ‘next practices, corporate strategies and the role of top management in multinational organizations.

C. K. Prahalad ‘s last work focused on the poor in society: 4 billion people who are living below the poverty line.

This idea is reflected in his book The Fortune at the Bottom of the Pyramid (2002), in which he explained this using the motto “eradicating poverty through profits”.

C. K. Prahalad died in 2010 from a lung illness at the age of 68.

10 famous quotes by C. K. Prahalad

  1. “The essence of strategy lies in creating tomorrow’s competitive advantages faster than competitors can mimic the ones you possess today.”
  2. “Executives are constrained not by resources, but by their imagination.”
  3. “Never accept silence as agreement because you’ll regret it later.”
  4. “Strategy is about stretching limited resources to fit ambitious aspirations.”
  5. “Under certain circumstances, it offers new, unexpected, or long overlooked value.”
  6. “There’s a heightened awareness o fthe need to be, and to be seen as, a good corporate citizen.”
  7. “If you are honest about helping others rather than showing how smart you are, things are very easy.”
  8. “A company surrenders today’s businesses when it gets smaller faster than it gets better. A company surrenders tomorrow’s business when it gets better without getting different.”
  9. “Laggards follow the path of greatest familiarity. Challengters on the other hand follow the path of greatest opportunity where it leads.”
  10. “An industry full of clones is an opportunity for any company that isn’t locked into the dominant managerial frame.”

Publications and books by C. K. Prahalad et al.

  • 2008. The New Age of Innovation: Driving Co-created Value Through Global Networks. New York: McGraw-Hill, 2008.
  • 2004. The Future of Competition: Co-Creating Unique Value with Customers. Boston, MA: Harvard Business School Press.
  • 2003. The new frontier of experience innovation. MIT Sloan Management Review, 44, 12-18
  • 2002. The Fortune at the Bottom of the Pyramid.
  • 1998. The End of Corporate Imperialism, Harvard Business Review.
  • 1994. Competing for the future. Boston, MA: Harvard Business School Press, 1994.
  • 1994. Strategy as a field of study: Why search for a new paradigm? Strategic management journal, 15(S2), 5-16.
  • 1993. The Role of Core Competencies in the Corporation. Research-Technology Management, Vol. 36, No. 6 (November–December 1993), pp. 40-47.
  • 1990. The Core Competence of the Corporation, Harvard Business Review.
  • 1989. Strategic Intent. Harvard Business Review, May-June, 63-76.
  • 1987. The Multinational Mission: Balancing Local Demands and Global Vision.
  • 1986. The dominant logic: a new linkage between diversity and performance, Strategic Management Journal.
  • 1985. Do you really have a global strategy?. Harvard Business Review. July-August, 139-148.

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