
In "Competing for the Future," Hamel and Prahalad revolutionize business strategy by prioritizing foresight over reactivity. Named among Time's 25 Most Influential Business Books, it transformed how industry titans approach innovation. What future are you competing for - and are your competitors already there?
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In today's business world, most companies are stuck playing catch-up. They restructure, downsize, and reengineer - getting smaller and better, but rarely different. While these approaches might solve immediate problems, they don't create the future. The real challenge isn't just improving what exists but imagining what could be. As Gary Hamel and C.K. Prahalad argue, the most successful companies don't just adapt to industry changes - they drive them. They compete not just for market share today but for the opportunity to shape tomorrow's industries. Think of Apple reimagining the music industry with iPod and iTunes, or Amazon transforming retail through its marketplace platform. These companies weren't just better at what existed - they created entirely new possibilities. Why do successful companies so often fail to see the future coming? The answer lies in what Hamel and Prahalad call "genetic coding" - the deeply embedded assumptions, biases, and mental models that managers develop through experience. Like dinosaurs facing climate change, companies struggle to adapt when environments shift dramatically. The difference is that unlike dinosaurs, companies can deliberately change their DNA. But this requires learning to forget. When managers share identical backgrounds and experiences, dangerous blind spots emerge. Entire industries can suffer from this genetic sameness - just look at how U.S. automakers in the 1970s collectively missed the quality revolution that Japanese manufacturers were pioneering. Creating the future doesn't require abandoning all of the past, but selectively identifying which parts serve as pivots to the future versus excess baggage. What separates industry leaders from followers isn't resources but resourcefulness, not market position but market foresight. The future belongs to companies willing to abandon the comfort of the familiar and venture into uncharted territory with imagination and courage.
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Cree par des anciens de Columbia University a San Francisco
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