“By the 1990s strategy had become discredited,” recalls Gary Hamel. “All too often 'vision' was ego masquerading as foresight; planning was formulaic, incrementalist and largely a waste of time in a world of discontinuous change; 'strategic' investments were those that lost millions, if not billions of dollars. As strategy professors, CK Prahalad and I had a simple choice: change jobs or try to reinvent strategy for a new age. We chose the latter course.”
In their groundbreaking 1994 book, Competing for the Future, Hamel and Prahalad argue that strategy is multi-faceted, emotional as well as analytical, concerned . . .
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