
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?
著者の声を通じて本を感じる
知識を魅力的で例が豊富な洞察に変換
キーアイデアを瞬時にキャプチャして素早く学習
楽しく魅力的な方法で本を楽しむ
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.
『Competing for the Future』の核心的なアイデアを分かりやすいポイントに分解し、革新的なチームがどのように創造、協力、成長するかを理解します。
『Competing for the Future』を素早い記憶のヒントに凝縮し、率直さ、チームワーク、創造的な回復力の主要原則を強調します。

鮮やかなストーリーテリングを通じて『Competing for the Future』を体験し、イノベーションのレッスンを記憶に残り、応用できる瞬間に変えます。
何でも質問し、声を選び、本当にあなたに響く洞察を一緒に作り出しましょう。

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