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Competing for the Future (Paperback)

by Gary Hamel (Author), C.K. Prahalad (Author) "Look around your company ..." (more)

4.5 out of 5 stars See all reviews (20 customer reviews)

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Product details

Paperback: 357 pages
Publisher: Harvard Business School Press; New edition edition (1 Mar 1996)
Language English
ISBN-10: 0875847161
ISBN-13: 978-0875847160
Product Dimensions: 19.8 x 13.2 x 2 cm

Average Customer Review: 4.5 out of 5 stars See all reviews (20 customer reviews)

Amazon.co.uk Sales Rank: 24,263 in Books (See Bestsellers in Books)
Popular in this category:
#4 in Books > Business, Finance & Law > Reference & Education > Competition

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Product Description

Amazon.co.uk Review
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 CK 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 have 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 about getting their companies in front. --Dan Ring, Amazon.com

Product 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. The paperback edition features a new preface by the authors. Also available in hardcover; ISBN 0875844162, $24.95

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Inside This Book (Learn More)

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	76% buy the item featured on this page: Competing for the Future 4.5 out of 5 stars (20) �10.79
	7% buy Competitive Advantage 4.9 out of 5 stars (13) �9.34
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Customer Reviews

20 Reviews

5 star:		(15)
4 star:		(2)
3 star:		(1)
2 star:		(2)
1 star:		(0)

Average Customer Review

4.5 out of 5 stars (20 customer reviews)

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Most Helpful Customer Reviews

4 of 4 people found the following review helpful:

4.0 out of 5 stars Important reading for corporate strategic planners., 16 Aug 1999

By A Customer

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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8 of 10 people found the following review helpful:

2.0 out of 5 stars Largely an academic waste of time, 31 May 1998

By A Customer

If your really want to understand how to compete for the future, read Crossing the Chasm, following by Inside the Tornado (Geoffrey Moore). Competing for the Future will largely waste your time. It is a 100 page book crammed into 300+ pages. The authors spend lots of time repeating fuzzy feel good ideas, and criticizing current managers, but say little that would actually help you compete for the future. They continually cite Apple as the poster child for Competing for the Future (ignoring the fact that the Mac was created in a skunkworks -- a concept they poo-poo.) Yet you can see from Apple's plight today that Hamel and Prahalad have certainly not found the most important thing for long term success. Companies that spend too much time looking 20 years out will never see it, as Apple will not. The truth is that top management can certainly ask themselves "What will competition mean in 20 years?", but they will most certainly be wrong. We live in chaotic times, and the best companies know how to turn on a dime and exploit current emerging markets (Microsoft is great at this). Hamel and Prahalad's books is destined to sit on many shelves, looking very impressive but doing nothing for its readers.

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2 of 2 people found the following review helpful:

5.0 out of 5 stars As important now as ever.., 1 Oct 2004

By	R. N. Harris (London UK) - See all my reviews (REAL NAME)

It's been a number of years since Hamel co-wrote this seminal work, and its essence has been re-worked frequently, both by him and others. Indeed, it's a testament to its importance and relevance that it forms the backbone of so much of today's 'accepted wisdom'.

However, neither nostalgia or originality are the reasons to buy this book - rather it's simply that it's so well written - each argument is clear, progressing through why competitive strategy is not quite as mechanical as Porter would have us believe, and then illustrating how this has been achieved by well-known companies.

The result is a compelling and convincing read, which has stood the test of time - if you're looking for a framework for understanding how to compete with other firms, grab a copy.

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Most Recent Customer Reviews

5.0 out of 5 stars Few would not profit from this book
Few companies that began the 1980s as industry leaders ended the decade with their leadership in tact and undiminished. Read more

Published on 13 Jul 2004 by DAVID-LEONARD WILLIS

5.0 out of 5 stars Great Up-Date on Peter Drucker's Strategy Model
I am a corporate strategy consultant who works mostly with FORTUNE 200 companies. Strategic thinking has gone in and out of fashion in such companies several times in the last 40... Read more

Published on 31 May 2004 by Professor Donald Mitchell

4.0 out of 5 stars Concise, accessible and easy to apply
This is a very well written business book for practical application to a wide range of business scenarios - veyr readable style, well structured, and with useful illustrations and... Read more

Published on 23 Oct 2001

5.0 out of 5 stars EXCELLENT FOR MANAGEMENT STUDENTS. Useful for revision.
I began to read the first page and found it very difficult to put the book down. HAMEL AND PRAHALAD go into great depth about the WHY! Read more

Published on 9 Aug 2000

5.0 out of 5 stars Excellent strategic management book!
As a grad student, I found this book to be an excellent one regarding strategic management. I first read the HBR article on "core competencies" and found the concept... Read more

Published on 19 May 1999

5.0 out of 5 stars Excellent observations
The authors have done an excellent job in focusing attention on the high-level, strategic problems most companies face. Read more

Published on 24 Mar 1999

5.0 out of 5 stars A must read book for all managers and business students.
A 1000 words are not enough to describe the beauty and sound business sence the book projects. I really feel sorry for any organization that is not currently putting together a... Read more

Published on 23 Mar 1999

5.0 out of 5 stars Incredible insight into designing companies for success
The book is excellent!! I liked it so much that I summarized each chapter; the first summary was 25 pages long! Read more

Published on 5 Nov 1998

3.0 out of 5 stars Out of touch with reality
My problem with this book is the same that I had with the authors' original "core competencies" article: they're perpetuating the view of the corporation as a little... Read more

Published on 9 Jun 1998

2.0 out of 5 stars Hyped Up
The reality of the modern world is too different from the scenarios painted in this book. Utter waste of time

Published on 4 Jun 1998

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