Summary of the book 1. Getting Off the Treadmill 1. How Competition for the Future is Different 1. Learning to Forget 1. Competing for Industry Foresight 1. Crafting Strategic Architecture 1.
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Goodreads helps you keep track of books you want to read. Want to Read saving…. Want to Read Currently Reading Read. Other editions. Enlarge cover. Error rating book. Refresh and try again. Open Preview See a Problem? Details if other :. Thanks for telling us about the problem. Return to Book Page. Preview — Competing for the Future by Gary Hamel. Competing for the Future by Gary Hamel ,. 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. Prahalad, whose much-revered thinking has already engendered a new language of strategy. In this book, they develo New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete.
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. Get A Copy. Paperback , pages. More Details Original Title. Other Editions Friend Reviews. To see what your friends thought of this book, please sign up.
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Sort order. Start your review of Competing for the Future. Mar 03, Omar Halabieh rated it it was amazing. As best summarized by the authors this book is about: "The goal of this book then can be simply stated: to help managers imagine the future and, having imagined it, create it.
We want to help them get off the restructuring treadmill and get beyond the reengineering programs that simply rev up today's performance.
We want to help them capture the riches that the future holds in store for those who get there first. The authors cover the various required aspects of conceiving a competitive strategy that positions for success. More importantly, the authors also discuss what can hinder the development and execution of a strategy. What particularly resonated with me is the focus on execution and the fundamental role it plays in the strategy. A must read in the area of Strategy and Competition. Highly recommended.
Below are excerpts that I found particularly insightful: 1- "But without a point of view about the opportunity for change - for revolution - a company is more likely to forfeit the future than own it. The goal of this book is to help individuals, and the institutions to which they devote their efforts, develop such a point of view and turn it into reality. Only those who can imagine and preemptively create the future will be around to enjoy it.
Yet there is more than one route to productivity improvement. Just as any firm that cuts the denominator and holds up revenue will reap productivity gains, so too will any company that succeeds in growing its revenue stream atop a slower growing or constant capital and employment base.
Although the first approach may sometimes be necessary, we believe that the second approach is usually more desirable. In short, a company must also be capable of getting different. For us, to management's primary task is reinventing industries and regenerating strategy, not reengineering processes.
Creating the future is more challenging than playing catch up, in that you have to create your own road map.
To get to the future, a company must be willing to jettison, at least in part, its past. All the foresight in the world, if not matched by a capacity to execute, counts for little. On the other hand, terrific executional ability, in the absence of industry foresight, is not enough to guarantee future success. A strategic architecture is the essential link between today and tomorrow, between short term and long term Strategic architecture is a broad opportunity approach plan.
But the way to measure speed in the journey to the future is not how fast one is committing financial resources, but how fast one is gaining additional insight into the precise route that will get one to the future first The quest every management team should ask itself is, "How do we learn about the future faster than competitors, while making fewer and smaller irrevocable commitments?
The goal is to challenge managers to become more ingenious both in multiplying the impact of the firm's resource base and enlarging it. Stage 1 is competition for intellectual leadership Stage 2 is competition to shape and foreshorten the migration paths between today's markets and industry structure and tomorrow's. Stage 3 is competition for market power and position once the new opportunities "take off" and the new industry structure begins to form.
Customer Value Competitor Differentiation This means 1 establishing a deeply involving process for identifying core competencies; 2 involving strategic business units in a cross-corporate process for developing a strategic architecture and setting competence acquisition goals; 3 defining a clear set of corporate growth and new business development priorities; 4 establishing explicit "stewardship" riles for core competencies; 5 setting up an explicit mechanism for allocating critical core competence resources; 6 benchmarking competence-building efforts against rivals; 7 regularly reviewing the status of existing and nascent core competencies; and 8 building a community of people within the organization who view themselves as the "carriers" of corporate core competencies.
We'd like to suggest the 4 Ps of global preemption. The first P is, of course, preemption. We've argued that to capture the maximum returns to innovation, a company must have a capacity for global preemption. The other three Ps are the prerequisites for preemption: proximity, predisposition, and propagation.
Multiplied together, recognition, reputation, affinity, an domain determine a brand's share of mind. Ambition means setting a stretching aspiration, and then using the tools of resource leverage to "derisk" that ambition. May 12, Michael rated it it was ok. It is an okey book to read but it is very focused on big enterprises and their activities which makes it lose a bit value from my point of view. I liked the ideas of the book and it has some good points. However, sometimes it felt like it took one chapter to explain something that could have been said more quickly.
In a similar manner they use a lot of examples and I think repeat them at times in different chapters. All in all, it was an interesting read and they have really nice ideas. Even thoug It is an okey book to read but it is very focused on big enterprises and their activities which makes it lose a bit value from my point of view. Even though I can think in the real world it can be a bit tricky to implement them. Mar 30, Noric Dilanchian rated it it was amazing. One of the best business books I've ever read.
Not sure why this doesn't show? K Prahalad. May 08, Todd rated it it was amazing Shelves: best. Jun 07, Felipe Albuquerque rated it really liked it. Mandatory reading to whosoever want to learn about visionary strategy. This book has great content and describes very interesting and diverse cases. It's very repetitive though, and lacks direct references to scientific studies.
Maybe this happens because scientific research on networks of companies wasn't so advanced by the time this book was written. Totally worth it Totally worth reading it. As the authors themselves put it, it's a book about making a difference. With plenty of real life experiences, the authors lead us to learn to enlarge our vision and knowledge Jul 10, Christina rated it it was amazing. How to think like an entrepreneurial non-profit.
Jul 10, Linda rated it it was amazing. There are many books in this revolutionary one.
Competing for the Future
Will your company survive the changes that may strike your industry in the next five to ten years? The task requires enormous commitment and intellectual energy. Difficult questions about the future also challenge the belief that top managers possess a clear, compelling view of the opportunities and risks awaiting their company. The urgent drives out the truly important. Managers spend too much time catching up to competitors by cutting costs and improving quality and productivity. To stay ahead of industry change, managers must focus on creating a future in which their company will lead, not follow.