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Competing for the Future [Englisch] [Gebundene Ausgabe]

Gary Hamel , C. K. Prahalad , Harvey C. Fruehauf , L. Wolmeringer
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August 1994
This text develops a coherent model for how today's executives can identify and accomplish goals in tomorrow's marketplace. The strategy addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future. The strategy can be used to get beyond restructuring by reinventing strategy and transforming industry; to find the future by abandoning the past and developing industry foresight through intelligence and imagination and constructing an architecture; to mobilize for the future by leveraging, rather than allocating resources; and to get to the future first by proactively shaping industry structure.

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  • Gebundene Ausgabe: 352 Seiten
  • Verlag: Mcgraw-Hill Professional (August 1994)
  • Sprache: Englisch
  • ISBN-10: 0875844162
  • ISBN-13: 978-0875844169
  • Größe und/oder Gewicht: 16,5 x 24,1 cm
  • Durchschnittliche Kundenbewertung: 4.5 von 5 Sternen  Alle Rezensionen anzeigen (22 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 245.468 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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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 C.K. 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've 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 getting their companies in front. -- Dan Ring


Named one of "The 25 Most Influential Business Management Books" by TIME Magazine ( -- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch .

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Die hilfreichsten Kundenrezensionen
8 von 8 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Largely an academic waste of time 31. Mai 1998
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 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Educational and Motivational Material 23. Januar 2000
Competing for the Future, by Gary Hamel and C. K. Prahalad focuses on new issues and techniques of strategic planning as discovered, articulated, and reported by the authors, both Professors of Business at the University of Michigan. The main message of the book reads as follows: in order for a company to be a success, the company must create its future instead of following other companies into the future.
By "creating the future" the authors understand defining and exploiting yet unknown future market opportunities. The opportunities do not have to be confined to the company's core competencies (although the book places significant emphasis on utilizing those). Instead, the company can choose to find alternate distribution channels, beneficial alliances, and other creative means of reinventing itself. The authors offer a wide array of management tools to successfully perform the corporate definition of future consumer needs.
The authors emphasize the corporate need for continuous innovation and reinvention. According to the book, many once-successful companies have failed because of their lack of regeneration and their erroneous belief in persistence of yesterday's business practices. Among the ways to successful corporate regeneration, the authors credit corporate diversity on the thinking level as successful means for breaking established corporate "myths" of the right way of doing business. The authors note that hiring personnel from outside industries can bring fresh and vital perspective on the present state of an enterprise.
In order to develop the future, a company must first define it. In defining the future today, Hamel and Prahalad suggest building "the best possible assumption base about the future.
Lesen Sie weiter... ›
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1 von 1 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen If you have the talent, here is the structure! 22. Mai 2000
This book is a classic ever since it went into its first print. Not only does it demonstrate the tremendous insight of the writers, it also provides a clear and structured way of putting all elements of the complex area of strategy together and focussing them on succes. If you are serious about the future and about spending some time on strategy just buy it and use it. It is a good roadmap. But remember: you have to cover the real territory.
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4.0 von 5 Sternen Important reading for corporate strategic planners. 17. August 1999
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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3.0 von 5 Sternen Out of touch with reality 9. Juni 1998
Von Ein Kunde
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 kingdom with its own political structure, slogans, foreign relations policy, and plans for future conquests. In fact, in today's business environment, corporations are losing their cohesiveness and their individuality. Furthermore, the authors seem to view "strategy" as something perpetuated by a corporation's strategists upon a vaguely defined "marketplace." What is missing from both concepts is PEOPLE: an organization's "core competency" may rest upon half a dozen key people who think of themselves as free lances and may go to work for the competition tomorrow if they get a better offer. Likewise, the marketplace is made up of individual customers, who have their own quirks and oddities and preferences, and failing to assess those is fatal. I don't deny that corporations have their own culture, or that synergies can emerge from the interaction of individuals within that culture. But what makes or breaks a corporation is its ability to attract and keep good PEOPLE, and all the authors' fuzzy theorizing seems to miss that point entirely.
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Die neuesten Kundenrezensionen
5.0 von 5 Sternen Compelling Book on business future
This is an incredible book about the future of corporations. In clear words the authors are describing what it takes for enterprise to compete in a more competitive world. Lesen Sie weiter...
Veröffentlicht am 26. Dezember 2004 von Stephan Haux
5.0 von 5 Sternen Educational and Motivational Material
Competing for the Future, by Gary Hamel and C. K. Prahalad focuses on new issues and techniques of strategic planning as discovered, articulated, and reported by the authors, both... Lesen Sie weiter...
Veröffentlicht am 23. Januar 2000 von Irene Rozenberg
4.0 von 5 Sternen Good concept, will they buy it?
The book was very interesting. Hamel and Prahalad focused on the three most important areas that can determine a company's success: core competencies, resources and capabilities. Lesen Sie weiter...
Veröffentlicht am 4. Dezember 1999 von Kendra King
5.0 von 5 Sternen Competing for the Future
The Business Strategy text written by Hamel and Prahalad delivers mind opening advice and insight that I consider to be helpful for all managers and professionals services... Lesen Sie weiter...
Veröffentlicht am 3. Dezember 1999 von Ronnie O'Dell
5.0 von 5 Sternen 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... Lesen Sie weiter...
Veröffentlicht am 19. Mai 1999 von Lou Min
5.0 von 5 Sternen Excellent observations
The authors have done an excellent job in focusing attention on the high-level, strategic problems most companies face. Lesen Sie weiter...
Am 23. März 1999 veröffentlicht
5.0 von 5 Sternen 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... Lesen Sie weiter...
Am 23. März 1999 veröffentlicht
5.0 von 5 Sternen Great Up-Date on the Peter Drucker Strategy Model
I am a corporate strategy consultant who works mostly with FORTUNE 200 companies, and I also write books and articles about strategy. Lesen Sie weiter...
Veröffentlicht am 27. Januar 1999 von Donald Mitchell
5.0 von 5 Sternen 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! Lesen Sie weiter...
Veröffentlicht am 5. November 1998 von
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