1. ONCE UPON A TIME A GREAT PERSONALITY BORN WHO CHANGED THE
THINKING. AN INFLUENTIAL GLOBAL BUSINESS THINKER.
2. 8TH AUGUST 1941 Coimbatore Tamil Nadu WAS GIFTED WITH. CK
PRAHLAD coimbatore krishnarao prahalad
3. SIR was the 9th of 11 children of his father CR KRISHNARAO a
JUDGE, and SHAKUTALA a HOMEMAKER. SIR completed his schooling from
Coimbatore high school madras in 1956 when SIR was 15 i.e. three
years ahead of schedule. SIR received his DEGREE OF B.SC IN PHYSICS
from loyala college in 1960, and joined union carbide for
internship. LIFE
4. SIR applied in IIM AHEMDABAD and was accepted in the first
class in 1964. SIR meets there in AHEMDABAD with his future wife
gayatri. SIR completed his post graduation in MBA in 1966 and
leaves to begin work at INDIAN PISTONS, a manufacturing firm. SIR
was promoted to manager in 1962 when he was just 20 and was the
youngest to ever achieve this feat. SIR use to work on assembly
line with union to create new procedures for production.
5. In 1970 he got married from GAYATRI. Having two beautiful
children, son MURALI KRISHNA and daughter DEEPA RITA. In 1973 he
leaves for HARVARD to begin in his DBA (DOCTORATE IN BUSINESS
ADMINISTRATION). He completed his DBA in 2.5 years. SIR returned to
INDIA in 1977 with family and joined IIM-A as teaching faculty when
INDIA was in state of emergency.
6. In 1977, he was hired by the University of Michigan's School
of Business Administration, where he advanced to the top tenured
Appointment as a full professor. In 2005, Dr. Prahalad earned the
university's highest distinction, Distinguished University
Professor.
7. CONTRIBUTION TO MANAGEMENT SIR made a name for himself by
introducing the concept of core competence to explain the superior
performance of Japanese organisations compared with the rest in the
world. This was acknowledged to be a dramatically new way of
understanding competitiveness of organisations.
8. SIR broke the monotonicity when he introduced the idea of
STRATEGIC INTENT OF ORGANISATIONS. Whilst the academic community
was still confined to strategy formulation and its implementation,
he gave an alternative approach to strategy implementation, viz.
strategy as a leverage to accomplish extraordinary performance of
the organisation with the existing (limited) resources.
9. SIR enunciated innovation as a source of competitive
advantage in an explicit and convincing manner. When the academic
community and the practising world was trying to catch up with best
practices reported globally, 'SIR' introduced the concept of 'next'
practices in his work and lectures. Attracted by the importance of
India as an emerging economy, 'SIR' came up with a vision document
on India (India@75), a blue print of action for India to become a
developed nation.
10. In the later part of his career, SIR became fascinated by
the developing world. Therefore, he focused extensively on the
issues and problems relevant to the developing nations, with an
objective to develop a comprehensive managerial approach to resolve
and address challenges arising out of accomplishing inclusive
growth. His latest book The New Age of Innovation with M.S.
Krishnan tactfully combines mass customisation, strategic
outsourcing, innovation on global supply chains, usage of
information technology in reengineered business process,
interdependence of the firms at the global level, etc.
11. The concept of The Fortune at the Bottom of the Pyramid, as
described in his latest book, is based on experiences and practices
in India by looking at Jaipur Foot, Jaipur Rugs, SEWA, Bombay
Dabbawallas, Amul, The Aravind Eye Care System, etc. The Fortune at
the Bottom of the Pyramid is a new paradigm paradigm where 'SIR'
modified and magnified the trade-offs between price, features and
performance of a product and services. 'SIR's core argument was
that if an organisation dramatically reengineered the product
features and performance indicators, the price of the product could
be kept so attractive that it can be accessed and used by a large
market segment for which it was not originally intended. 'SIR' went
on to argue that designing the product and service for the
economically weaker section of the society would generate more
wealth as a consequence of large volume even when the margins are
low. Hence, addressing The Bottom of the Pyramid is an opportunity
for sustained wealth creation.
12. SIR was a researcher based on practices. He positioned his
teaching and research exclusively based on the practising
community. He combined his ingenuity and creativity to identify
patterns in the practising world and abstracted them routinely as
new management concepts and insights. 'SIR' reversed the knowledge
cycle, viz. from practices to routinely new knowledge framework,
something similar to experimental research in basic sciences.
13. The charming formula N = 1, R = G* that 'SIR' produced in
his book 'The New Age of Innovation' is a palatable version to the
practising community of the several well-known concepts on mass
customisation, strategic outsourcing and supply chain in the flat
world. *According to 'SIR', every customer is unique and therefore
organisations need to design their product and services to meet the
expectations and/or aspirations of individual customers. The number
of customers in a segment defined as N is equal to 1. According to
discussion in the book, no organisation has all the necessary
resources to deliver value to a customer. Therefore, organisations
need to leverage the competency of other organisations globally.
This is represented by saying the resources (R) are global (G) R =
G.
14. Whilst every thought leader in strategic management has a
dream and desire to become a brand and do everything that is
possible by balancing the academic and professional commitments to
accomplish this dream, 'SIR' demonstrated to the world that
excellence can be achieved by his innovative insights from the
practising community by focusing entirely on the practices, and
working and advising CEOs.
15. In addition to this, his contributions arising out of
insights and observations from the practising community were widely
acclaimed by the academic community. In essence, 'SIR' practised
blue ocean strategy in his professional life before a book on this
topic was written. He evolved as a premium brand amongst
practitioners.
16. The essence of this book is to enable managers to see
opportunities in unchartered territories. Usually organisations
tend to compete in well- known and established clusters.
Shareholders wealth can be maximised by looking at new areas, which
are not dominated by existing players. 'SIR' also made his own
contribution as member in GOVERNMENT, industry and the
international arena as a distinguished academician and thought
leader of Indian origin. His annual seminars, organised by
Ahmedabad Management Association in the Louis Khan Plaza of Indian
Institute of Management, Ahmedabad campus, were a memorable annual
event attended by hundreds of students and a large number of
practising community. In each one of his annual seminars, 'SIR'
would bring a new concept to the wider audience.
17. IMPORTANT FIELD WORKS OF SIR BOTTOM OF PYRAMID VALUE
CO-CREATION DIVERSIFIED MULTINATIONAL CORPORATIONS RESOURCE BASED
VIEW, STRATEGIC INTENT, DOMINANT LOGIC, CORE COMPETENCIES STRATEGY
AND INFORMATION TECHNOLOGY
18. BOOKS
19. In their 1994 book, Competing for the Future, Prahalad and
Hamel analyzed how established market leaders tend to lose ground
to innovative upstarts. The book famously showcased how IBM was
blindsided by Apple, failing to see the future of the personal
computer because it was too focused on maintaining its leadership
in the mainframe business. In 2004, Prahalad and Venkat Ramaswamy
published The Future of Competitionadvancing the notion of
co-creation and envisioning a world where businesses and consumers
collaborated in designing products and services for greater
customization.
20. IN PRAISE OF SIR.. Subroto Bagchi, cofounder and chairman,
Mindtree: C.K. saw the future like no one did. He was gifted by the
Goddess of Learning with the ability to connect the dots, going
forward. Most people can do it, only looking backwards. Adi
Ignatius, Editor-in-Chief, Harvard Business Review: I first met
C.K. Prahalad, whom we lost on April 16th at too young an age, in
July 2008. I was the deputy managing editor of Time magazine, and
had organized a discussion in New York City to debate creative
capitalism Bill Gates idea for spreading the benefits of capitalism
to the billions who have been left out. When Id asked Gates whom he
most wanted with him on the panel, the answer had come back at
once: C.K. Prahalad, the brilliant strategy thinker at the
University of Michigan. Susan Berfield, BusinessWeek: C.K.
Prahalad, who died April 16 at 68, was hell-bent on shaking
managers free of what he called their dominant logicdeeply held
assumptions about the world. He was a provocative thinker who
regularly came up with startling insights that would send
executives scrambling.
21. Deepa Prahalad, Prahalads Daughter, Drucker Forum Speech: I
remember a conversation with my father as he was refining the
original paper that later became the backbone of the book [The
Fortune at the Bottom of the Pyramid: Eradicating Poverty Through
Profits]. As we debated some of the hard questions, he simply
smiled and said, Were sitting in comfort and getting frustrated
because we cant understand how to help. But think of the people who
are actually living in poverty. How frustrated must they be? But
they havent given upand neither should we.
22. HONORS 1.Valedictorian, Indian Institute of Management,
Ahmedabad, India, 1966; Received Gold Medal 2.Best Thesis Prize,
Harvard, 1975 3.Best Teacher Award, University of Michigan 1983,
1989 4.McKinsey Award, 1989, 1990, 1998 5.Chaired Professor granted
at University of Michigan Business School, 1992 6.Received the Lal
Bahadur Shastri Award for Excellence in Management ;presented by
the President of India (2000)
23. HONORS 7.Honorary Doctorate, Steven Institute of
Technology, 2005 (Doctor of Engineering Ph.D.) 8.Distinguished
University Professorship granted, 2005 9.Honorary Doctorate,
University of London, 2005 (Doctor of Science (D.Sc.) in Economics)
10.Awarded Faculty Pioneer lifetime Achievement for contributions
to Social and Environmental Stewardship by the Aspen Institute and
World Resources Institute, 2005 11.Lifetime Achievement Award, The
Ross School of Business, University of Michigan, 12. Awarded the
Italian Telecom Prize for Leadership in Business and Economic
Thinking
24. CORPORATE AWARDS IN SIRS NAME NCR Corporation C.K. Prahalad
Disruptive Innovation Award 2010 Winner C.S. Sivaramane 2011
Winners Brian Connell and Dave Norris Corporate eco-forum The ck
Prahlad Sustanibility Leadership Award 2010 Winner Hector Nunez
(Walmart Brazil) 2011 Winner Mukhtar Kent (Coca-Cola) 2012 Winners
Neil Hawkins (Dow Chemical) Sustainable Apparel Coalition Paul
Polman (Unilever Corporation)
25. "The world is moving at breakneck speed. We can take one
step at a time and stay in this new world." "Human beings are the
new form of currency and valuation in companies." "The big
challenge for humanity is to get everybody, not just the elite, to
participate in globalization and avail its benefits. Innovative
approaches will be accepted by people if they believe that you care
about them and you genuinely want them to succeed. "If you are
honest about helping others rather than showing how smart you are,
things are very easy. When you start thinking about co- creation,
you have infinite ways of differentiating experiences. The antidote
to poverty is organizing poor people. You must imagine a different
India, if you want to build a different India. The only way to grow
is to expand the market. Any other mode of business is nothing but
cannibalization. SIRS STATEMENTS
26. 1941-2010 The Black Day INTERNATIONALLY RENOWNED MANAGEMENT
GURU COIMBATORE KRISHNARAO PRAHALAD, POPULARLY KNOWN AS CK, DIED ON
FRIDAY IN SAN DIEGO AFTER A BRIEF ILLNESS. SIR WAS JUST 69 WHEN HE
DIED. WE LOST THE GREAT KOHINOOR OF MANAGEMENT WORLD ,THE DAY WAS A
BLACK DAY FOR THE WORLD AND MOSTLY FOR THE CORPORATES, MANAGERS,
STUDENTS, TRAINEES AND FOR EVERYONE. AND LAST A HEARTIEST
CONDOLENCE TO SIR FROM ME AND MY FRIENDS.
27. THANK YOU SUBMITTED TO, BHADU SIR ..YASH.. ANY QUERIES