C. K. Prahalad Quotes

• Strategy is about stretching limited resources to fit ambitious aspirations.

  C. K. Prahalad

  Ambitious, Limited Resources, Fit

  "The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company". Book by Donald Soderquist (p. 178), April 21, 2005.

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• Imagining the future may be more important than analysing the past.

  C. K. Prahalad

  Past, Imagining The Future, Important

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• The future lies with those companies who see the poor as their customers.

  C. K. Prahalad

  Lying, Poor, Company

  "Integrating the Rural Poor Into Markets" by Bibek Debroy, ‎Amir Ullah Khan, (p. 17), 2004.

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• If we stop thinking of the poor as victims or as a burden and start recognizing them as resilient and creative entrepreneurs and value conscious consumers, a whole new world of opportunity will open up.

  C. K. Prahalad

  Inspirational, Opportunity, Thinking

  C.K. Prahalad (2009). “The Fortune at the Bottom of the Pyramid, Revised and Updated 5th Anniversary Edition: Eradicating Poverty Through Profits”, p.25, FT Press

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• If your aspirations are not greater than your resources, you’re not an entrepreneur.

  C. K. Prahalad

  Entrepreneur, Resources, Aspiration

  "The Life’s Work of a Thought Leader" by Art Kleiner, www.strategy-business.com. August 9, 2010.

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• How we ask the question is extremely important to how we find the answer.

  C. K. Prahalad

  Important, Answers, Asks

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• Executives are constrained not by resources but by their imagination.

  C. K. Prahalad

  Imagination, Resources, Executives

  "Harvard Business Review" Magazine, April 2010.

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• Assume responsibility for outcomes as well as for the processes and people you work with. How you achieve results will shape the kind of person you become.

  C. K. Prahalad

  Leadership, Responsibility, People

  "Strategic Fund Development: Building Profitable Relationships That Last". Book by Simone P. Joyaux (p. 7), 1997.

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• Invest time in languages and intercultural awareness. Focus on becoming part of global citizenry. In exchange for the opportunity to participate everywhere/anywhere in the world you have the obligation to do something productive, which will improve the world. Develop a personal mission, a desire to leave personal legacy.

  C. K. Prahalad

  Opportunity, Focus, Desire

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• There is an important distinction between barriers to entry and barriers to imitation.

  C. K. Prahalad

  Motivational, Important, Imitation

  Gary Hamel, C. K. Prahalad (2010). “Strategic Intent”, p.45, Harvard Business Press

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• The resource allocation task of top management has received too much attention when compared to the task of resource leverage.

  C. K. Prahalad

  Top Management, Tasks, Attention

  Gary Hamel, C. K. Prahalad (2013). “Competing for the Future”, p.174, Harvard Business Press

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• Dividing meager resources across a host of medium term operational goals creates mediocrity on a broad scale.

  C. K. Prahalad

  Business, Goal, Mediocrity

  "Strategy as Stretch and Leverage" by Gary Hamel and C.K. Prahalad, hbr.org. March/April 1993.

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• The real source of market promise is not the wealthy few in the developing world, or even the3 emerging middle-income consumers. It is the billions of aspiring poor who are joining the market economy for the first time.

  C. K. Prahalad

  Real, Promise, Income

  "The Politics of Fortune: A New Agenda for Business Leaders". P. 125. Book by Jeffrey E. Garten, 2002.

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• With wolves, solidarity is first but when they hunt, they change roles. The implicit hierarchy depends on who does what. In an organization one unique person makes a difference, but you need teamwork to make it happen.

  C. K. Prahalad

  Teamwork, Unique, Organization

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• If we took the mission statements of 100 large industrial companies, mixed them up while everyone was asleep, and reassigned them at random, would anyone wake up tomorrow and cry, 'My gosh, where has our mission statement gone?'

  C. K. Prahalad

  Wake Up, Gone, Tomorrow

  Gary Hamel, C. K. Prahalad (1996). “Competing for the Future”, p.145, Harvard Business Press

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