If we stop thinking of the poor as victims or as a burden and start recognizing them as resilient and creative entrepreneurs… — C. K. Prahalad Copy Share Image
Assume responsibility for outcomes as well as for the processes and people you work with. How you achieve results will shape the kind of… — C. K. Prahalad Copy Share Image
If your aspirations are not greater than your resources, you’re not an entrepreneur. — C. K. Prahalad Copy Share Image
Executives are constrained not by resources, but by their imagination. — C. K. Prahalad Copy Share Image
With wolves, solidarity is first but when they hunt, they change roles. The implicit hierarchy depends on who does what. In an organization one… — C. K. Prahalad Copy Share Image
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… — C. K. Prahalad Copy Share Image
Strategy is about stretching limited resources to fit ambitious aspirations. — C. K. Prahalad Copy Share Image
Dividing meager resources across a host of medium term operational goals creates mediocrity on a broad scale. — C. K. Prahalad Copy Share Image
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… — C. K. Prahalad Copy Share Image
If we took the mission statements of 100 large industrial companies, mixed them up while everyone was asleep, and reassigned them at random, would… — C. K. Prahalad Copy Share Image
How we ask the question is extremely important to how we find the answer. — C. K. Prahalad Copy Share Image
The future lies with those companies who see the poor as their customers — C. K. Prahalad Copy Share Image
The resource allocation task of top management has received too much attention when compared to the task of resource leverage. — C. K. Prahalad Copy Share Image
