Hamel and Prahalahad (1994)

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Hamel and Prahalahad (1994) - Competing for the Future

The authors argue that strategy can become too rigid for companies to innovate and keep ahead of the game. They stress that strategy is a learning process (a focus on the Way, that than the Truth, or set goals. This allows firms to try new things)

Managers need to adopt strategising, considering core competences, strategic intent, foresight (rather than vision), and strategic architecture.

A company surrenders tomorrow’s businesses by focusing on getting better, but not getting different.
Vitality comes from within, if only executives would listen. They pay thousands of dollars for consultants when they should be listening to their own employees for free.