Competing for the future /
Hamel, Gary.
Competing for the future / Hamel, Gary; Prahalad, C.K. - Boston, Massachusetts : Harvard Business School Press, c1994. - xv, 327 p. : ill. ; 24 cm.
Includes bibliographical references (p. 303-306) and index.
Ch. 1. Getting Off the Treadmill -- Ch. 2. How Competition for the Future Is Different -- Ch. 3. Learning to Forget -- Ch. 4. Competing for Industry Foresight -- Ch. 5. Crafting Strategic Architecture -- Ch. 6. Strategy as Stretch -- Ch. 7. Strategy as Leverage -- Ch. 8. Competing to Shape the Future -- Ch. 9. Building Gateways to the Future -- Ch. 10. Embedding the Core Competence Perspective -- Ch. 11. Securing the Future -- Ch. 12. Thinking Differently.
In Competing for the Future, the authors 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, and extend the boundaries of corporate imagination and revitalize the process of new business creation.
0875847161 (pbk) 0875844162 (alk. paper) : $24.95 0875844162 (alk. paper) : 0875844162 0875847161 (pbk.)
94018035 //r95
Competition.
Business planning.
Competition, International.
HD 41 / .H212 1994
M 658.4012 / H17 1994
Competing for the future / Hamel, Gary; Prahalad, C.K. - Boston, Massachusetts : Harvard Business School Press, c1994. - xv, 327 p. : ill. ; 24 cm.
Includes bibliographical references (p. 303-306) and index.
Ch. 1. Getting Off the Treadmill -- Ch. 2. How Competition for the Future Is Different -- Ch. 3. Learning to Forget -- Ch. 4. Competing for Industry Foresight -- Ch. 5. Crafting Strategic Architecture -- Ch. 6. Strategy as Stretch -- Ch. 7. Strategy as Leverage -- Ch. 8. Competing to Shape the Future -- Ch. 9. Building Gateways to the Future -- Ch. 10. Embedding the Core Competence Perspective -- Ch. 11. Securing the Future -- Ch. 12. Thinking Differently.
In Competing for the Future, the authors 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, and extend the boundaries of corporate imagination and revitalize the process of new business creation.
0875847161 (pbk) 0875844162 (alk. paper) : $24.95 0875844162 (alk. paper) : 0875844162 0875847161 (pbk.)
94018035 //r95
Competition.
Business planning.
Competition, International.
HD 41 / .H212 1994
M 658.4012 / H17 1994