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Competing for the Future (Englisch) Taschenbuch – 1. April 1996

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  • Competing for the Future
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  • The Future of Management
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  • What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation
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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 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

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Named one of "The 25 Most Influential Business Management Books" by TIME Magazine (TIME.com)

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Format: Taschenbuch
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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Format: Taschenbuch
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.
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Format: Kindle Edition Verifizierter Kauf
Die Beschäftigung mit der Zukunft ist einer der Kernaufgaben des Unternehmes. Das Buch gibt viele anregungen und schärft den Blick darauf.

Schade, dass es nicht mehr in Deutsch bzw. auf Kindle in Deutsch erhältlich ist. Ein lesenswertes Buch!
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Von Ein Kunde am 9. Juni 1998
Format: Taschenbuch
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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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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