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Summary: Competing for the Future
Review: 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 consultants. The text describes and recommends a shift in business strategy. More importantly, the negative impact of not shifting is illustrated by an abundant sample of real life situations (i.e. Xerox, General Motors). In the past, and even still to this very day, senior managers in the U.S. are betting the ranch on reengineering and restructuring efforts as a means of staying competitive in the future. Hamel and Prahald disagree with the continued touting of such efforts. While not completely against reengineering efforts, the duo write a convicing argument detailing that managers must shift from the old tools and invest more time and resources into innovation. The value of a company will not reside in how lean and efficient the operations are, it will reside in the company's capability and resources to create new businesses and get to the future first. Resouces, capabilities, and processes under the new paradigm must and will operate in a state of constant change. Grasping on to the old business model will represent the company's death blow. Companies under the new paradigm must develop an open environment by which the company can easily exploit new busineses quickly; hence, taking full advantage of the benefits of being first to market (dictating the market in contrast to following the market represents substantial profits). Ronnie O'Dell Division Marketing Executive Canon Astro Business Services, CANON USA Calabasas, CA
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Summary: If you have the talent, here is the structure!
Review: 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.
Rating: 
Summary: Competing for the future
Review: This is a review only, NOT THE ORIGINAL FILE!!! WATCH OUT!
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Summary: A perennial favorite that still packs a punch
Review: This perennial favorite is now ten years old. While some of its specific examples have aged and its basic message around core competencies and numerator growth rather than denominator reduction have passed into common business parlance, it is still a solid read that has much to offer. Every businessperson has to decide what his or her company is going to do, how it is going to do it, and what its future course will be. This is a surprisingly complex task and it is all too easy to make the wrong steps simply because they seem safe, pragmatic, and obvious.
Hamel and Prahalad help clarify how to think about what is at the core of your business and how to build on that while changing and shedding everything that distracts from that. Do not be fooled, however. Simply because the book reads well, and its thoughts are clearly presented, applying them in the real world is shockingly hard.
Some of the specific examples of this or that company doing this or that have aged. Not all the companies that were up in 1994 have continued their success. Nor have all their chosen paths led to continued prosperity. This is to be expected and does not diminish the message.
The key is to think hard about what the authors are saying, gather the things that can help you move forward, and then work to avoid complacency and distractions from what your business is about with every bit of energy you can bring to bear to support your chosen strategy.
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Summary: For everyone that runs a business --or works for one
Review: This stunning book boldly and eloquently trounces several "givens" America's business leaders have been feeding us for the past two decades. First off, Hamel and Prahalad see America's manufacturing decline as anything but inevitable and corporate downsizing as anything but responsible management. What is also strangely refreshing is the authors' gushing yet well-reasoned praise for Japanese firms, which in the year 2001 gives the book yet another, though perhaps unintentional, contrarian edge. Can't wait to hear their take on the Ciscos, Nortels, Lucents and Amazons of the last seven years.
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