HBS Executive MBA - Competing for the Future

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ASSIGNMENT FOR INDEPENDENT STUDY – I

Program	Executive MBA
Title	Competing for the Future [ISBN: 0-87584-416-2, ISBN 0-87584-716-1; Harvard Business School Press]
Author	Gary Hamel & C. K. Prahalad

Answer all questions

Question. 1.        Future will be invisible to any firm that has myopia. Analyze the failure of any Indian firmthat has failed because of its myopia and suggest steps to overcome this myopia.

Answer:Marketing Myopia refers to the phenomenon of not being able to see a long term and more sustainable goal for an organisation. For decades, the term Myopia is being used in human sciences referring to Nearsightedness – the ability to see near objects clearly but inability to see the far off objects. Marketing Myopia, as a term, makes it very clear the inability of the company to be able to identify the actual business in which they are.

Question. 2.“A strategic architecture may point the way to the future, but it’s an ambitious and compellingstrategic intent that provides the emotional and intellectual energy for the journey.” Discusshow your organization’s strategic intent can be tested.

Answer:To make a strategic architecture the companies should first do a bit of content analysis by pulling together answers from the managers. First, how did they interpret the word future? Did it mean next year, Five year plan, or a decade hence? In other words, how far out do the headlights of your management team shine? How much foresight does it actually have? Second, how encompassing is its view of the future? How broad it its conception of the industry and of the forces that might reshape it? Is the team trapped in the myopia of currently served markets, or does it see a broad vista of new opportunities?

Third, how competitively unique is its view of the

Question. 3.        “As the ideal migration path, to get to the future first, for one company is seldom the idealmigration path for another; companies often compete to influence the trajectory of industrydevelopment.” With suitable example, illustrate how a market challenger in an industry cancompete to maximize its share of influence & future profits.

Answer:The advent of the PC, in 1981, famously resulted in the wholesale reorganization of the computer industry. Within a few years value in that industry migrated from the manufacturers that assembled and marketed the computers to the suppliers upstream of two key components: the operating system, owned by Microsoft, and the microprocessor, owned by Intel. Those two companies quickly amassed market capitalizations that eclipsed those of IBM and the other OEMs that had dominated the market.

Question. 4.        “A multitude of dangers await a company that can’t conceive of itself and its competitors incore competence terms.” Discuss the risks that a firm can face by ignoring its corecompetence. Also analyze the effects of ignoring the core competence of the competitor.

Answer:No matter how good the R&D projects the company may have, without systems in place that ensure the original project plans are monitored, modified, and made to happen in optimum way, can be a failure. The ultimate objective of managing R&D is to give results that increase the value of the company in its business and to create new businesses.

R&D’s role in value enhancement is usually expressed in one or more of the classic dimensions such as cost, speed, quality, and image. Successful R&D organizations operates to achieve its outcomes by emphasizing the following goals:

Question. 5.        “The need to think differently about strategy cannot be divorced from the need to thinkdifferently about organizations.” On what bases can your organization think differently inorder to compete for the future? Explain.

Answer:It’s time that beliefs and theories about business catch up with the way great companies operate and how they see their role in the world today. Traditionally, economists and financiers have argued that the sole purpose of business is to make money—the more the better. That conveniently narrow image, deeply embedded in the American capitalist system, molds the actions of most corporations, constraining them to focus on maximizing short-term profits and delivering returns to shareholders. Their decisions are expressed in

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