Podcasts about prahalad

Bhagavad Gita Ch. 10 "Yoga of the Opulence of the Lord" Verses 30, 31 & 32 The lecture discusses examples of the great devotee Prahalad, the Time, the King of Jungle Lion, and the King of Birds Garuda as the manifestations of all-pervading God. It also outlines why the River Ganges represents the perennial knowledge flowing from teacher to student and Krishna's repeated assertion that he is the cause of this creation, the beginning, middle, and end of everything. Moksharthi - Please visit YouTube for Bhajans by Neil Bhatt - https://www.youtube.com/playlist?list=PL8jOW56VdfinQGoaP3cRFi-lSBfxjflJE  

Corporate Explorers: Navigating Through Toxic Assumptions with Narendra Laljani   Episode Description: In this insightful episode of our Corporate Explorer series, we dive deep into the crucial topic of "Outside-In: Overcoming Toxic Assumptions with Market Insight" with our distinguished guest, Narendra Laljani. As a co-author of the chapter, management educator, consultant, and program director at Henley Business School, Laljani brings a wealth of experience and knowledge to our discussion, illuminating the path for organizations aiming to navigate the treacherous waters of innovation and strategic adaptation. Key Highlights: Introduction to the Series [00:00:00]: We kick off the episode with gratitude towards our sponsor, Wazoku, for supporting the exploration of effective, sustainable innovation ecosystems. A brief overview sets the stage for our deep dive into overcoming toxic assumptions through market insight, highlighting the journey through previous series parts with Mike Tushman and Andy Binns. The Core Challenges [00:02:00]: Laljani and host Aidan McCullen discuss the dual challenges of the "inside-out" and "outside-in" perspectives that organizations face. Through captivating examples such as Encyclopaedia Britannica, Kodak, and Thomas Cook, we explore the pitfalls of success recipes and the importance of adapting to environmental changes. Narendra Laljani's Rich Experience [00:04:00]: Laljani shares his extensive background in corporate exploration, offering personal anecdotes and lessons learned from both successes and failures. His insights into leadership challenges and strategic execution are not to be missed. Overcoming Embedded Assumptions [00:05:00]: Delving into the metaphor of organizational DNA, we discuss how deeply embedded assumptions and beliefs shape corporate culture and decision-making processes, often to the detriment of innovation and growth. Mental Models and Industry Paradigms [00:09:00]: The conversation broadens to include the concept of mental models within organizations and entire industries, emphasizing the importance of challenging existing paradigms to uncover new opportunities. The Value of New Perspectives [00:12:00]: Highlighting the critical role of newcomers in injecting fresh thinking into stagnant environments, we discuss strategies for preserving and leveraging newness within corporate structures. A Framework for Innovation [00:14:00]: Laljani introduces a practical framework for challenging assumptions, derived from the work of C.K. Prahalad and Gary Hamel, offering listeners a tool for strategic innovation and thought provocation. Continuous Learning as a Competitive Edge [00:16:00]: The episode concludes with a powerful discussion on the importance of learning, unlearning, and relearning, underscoring continuous learning as the only sustainable competitive advantage in the future. Where to Find Us: Tune in to this compelling episode on platforms like Apple Podcasts and Spotify to gain insights into overcoming toxic assumptions with market insight. For those looking to dive deeper into strategic innovation and corporate exploration, connect with Narendra Laljani on LinkedIn or explore the upcoming Strategic Innovation Program at Henley Business School.  

Dr. Tanweer Alam is Global Marketing Director for Kemin Nutrisurance.With a background in animal health, as well as time served in the Indian military, Tanweer has had a fascinating journey to become the talented and passionate marketing professional and leader that he is today, and he takes us through that journey in today's episode. He also discusses how marketing strategy fits within his company's broader business objectives.Kemin is a human and animal nutrition product and service provider, and Tanweer's business, Kemin Nutrisurance, is a global leader in pet food and rendering technologies.In this episode:Tanweer talks us through his journey as a marketing professional and how is background in veterinary science and the Indian military, as well as in sales, have positively shaped him as a business and marketing leader and influenced his career to date.Focusing on his own sector, Tanweer talks about the increasing challenges around market segmentation, and indeed sub-segmentation, and the importance of well-defined messaging.He talks about emerging growth markets for pet ownership as well as the impact that the COVID pandemic had on the serious problem of pet abandonment.Tanweer talks about the importance of ‘thinking big' when it comes to international marketing as well as maintaining stability within the marketing team, while at the same time being agile and responsive.He talks about how some of the marketing world's most prominent academic literature continues to influence him, including Positioning: The Battle for Your Mind by Al Ries and Jack Trout, as well as The Fortune at the Bottom of the Pyramid by C.K. Prahalad and Stuart L. Hart.Tanweer discusses some of the latest innovations in content marketing and how AI can improve our understanding of personas.

Die Begriffe Schöpfung und Wert-Schöpfung liegen ja recht eng zusammen. Googelt man nach dem Begriff, dann findet man bei Wikipedia den Verweis auf eine „… Methode, den Prozess oder das Ergebnis eines gemeinschaftlichen Schöpfungsprozesses mehrerer Personen oder Statusgruppen.“ Populär wurde der Begriff wohl ursprünglich durch den Artikel zweier amerikanischer Wirtschaftswissenschaftler, C.K. Prahalad und V. Ramaswany. Der Titel lautete „Co-Creation Experiences: The Next Practice in Value Creation.“ Hier wird die inzwischen auch durch Design Thinking populär gewordene Idee propagiert, Kunden in die Entwicklung von Produkten und Dienstleistungen einzubeziehen. Mittlerweile wird der Begriff auch in der Organisationsentwicklung verwendet. Hier geht es darum, gemeinsam mit verschiedenen Anspruchsgruppen einer Organisation jenseits des engsten Entscheiderkreises gemeinsam tragfähige Lösungen für bestimmte Probleme zu entwickeln. So hat PRAXISFELD z.B. in einer Organisationseinheit mit vielen hundert Mitarbeitenden eine Neustrukturierung begleitet, die auf der aktiven Mitwirkung einer dreistelligen Zahl von Ideengebern basiert. Die auf der Hand liegende Frage ist natürlich, ob Co-Creation (oder Ko-Kreation) nicht ein anders Wort für „Mitarbeiter mitnehmen“ ist? Die Verfechter des Kreations-Begriffs halten dem entgegen, dass man bei „mitnehmen“ ja schon weiß, wo es hingehen soll, bei einer gemeinsamen Schöpfung hingegen wirklich Neues entstehen kann.

Venkat Ramaswamy is Professor of Marketing at the Ross School of Business, University of Michigan, Ann Arbor, USA. He is a globally-recognized thought leader, idea practitioner, and eclectic scholar with wide-ranging interests in innovation, strategy, marketing, branding, IT, operations, and the human side of the organization. Venkat's award-winning book in 2004, The Future of Competition, co-authored with the late C.K.Prahalad, introduced Co-Creation as a revolutionary concept. It provided a new frame of reference for jointly creating value through experienced environments and called for a process of co-creation—the practice of developing offerings through ongoing collaboration with customers, employees, managers, financiers, suppliers, partners, and other stakeholders. Their articles, the popular 2000 Harvard Business Review article “Co-opting Customer Competence” and the 2003 MIT-PwC award-winning Sloan Management Review article “The New Frontier of Experience Innovation” envisioned an individual and experience-centric view of interactive value creation and innovation. Venkat's 2010 book, The Power of Co-Creation (with F. Gouillart) showed how enterprises in over twenty industry sectors were all leveraging platforms to create new interactions with people everywhere in the system and how new forms of value could be created together with individuals through a focus on human experiences. Venkat is currently working on co-creating systemic transformation and positive impact on wellbeing-wealth-welfare, through platforms in digitalized societal ecosystems that afford the enactment of interactional creation by engaging and organizing actors (across the plural, private, and public sectors).In this podcast, he shares: How digital technologies including IoT, edge computing, and AI are forcing us to fundamentally re-conceptualize strategy Why we should be thinking of experiences—rather than products and experiencers—instead of customers What it take to flip the mind-set of yourself your leadership, and your company to be ready for the future of competition __________________________________________________________________________________________""-Venkat Ramaswamy__________________________________________________________________________________________Episode Timeline:00:00—Introducing Venkat + The topic of today's episode2:54—If you really know me, you know that...3:55—What is your definition of strategy?5:00—How is the idea of value being re-created, and how does that relate to strategy?8:03—Do you believe it is now easier to coordinate multiple services to deliver a composite experience, and why is that?11:00—How do you balance the many facets of how the "experiencers" are shifting their expectations of services and products, and how ecosystems are changing the value delivery?13:15—Could you explain what the mental shift we need to make in imagining a value chain is, and why is it happening now?15:27—How do you think the pandemic accelerated accepting the technological changes and innovations happening?20:21—Could you tell us your definition of co-creation?21:15—What is the cognitive leap that we need to make, and how can a CSO help leadership make that transition?22:54—What are your thoughts on people shifting their mindset through this big fundamental mind-shift of creating value through ecosystems and interactions?26:00—How can people connect with you and keep learning from you?26:23—What are the downsides to the shifts we've been talking about, especially in relation to the new risks they bring?24:13—How can people connect and follow you to keep learning from you?__________________________________________________________________________________________Additional Resources: Personal page: http://www.venkatramaswamy.com/Twitter: https://twitter.com/VenkRamaswamyLinkedin: https://www.linkedin.com/in/venkat-ramaswamy-ba522810

Venkat Ramaswamy is Professor of Marketing at the Ross School of Business, University of Michigan, Ann Arbor, USA. He is a globally-recognized thought leader, idea practitioner, and eclectic scholar with wide-ranging interests in innovation, strategy, marketing, branding, IT, operations, and the human side of the organization. Venkat's award-winning book in 2004, The Future of Competition, co-authored with the late C.K.Prahalad, introduced Co-Creation as a revolutionary concept. It provided a new frame of reference for jointly creating value through experienced environments and called for a process of co-creation—the practice of developing offerings through ongoing collaboration with customers, employees, managers, financiers, suppliers, partners, and other stakeholders. Their articles, the popular 2000 Harvard Business Review article “Co-opting Customer Competence” and the 2003 MIT-PwC award-winning Sloan Management Review article “The New Frontier of Experience Innovation” envisioned an individual and experience-centric view of interactive value creation and innovation. Venkat's 2010 book, The Power of Co-Creation (with F. Gouillart) showed how enterprises in over twenty industry sectors were all leveraging platforms to create new interactions with people everywhere in the system and how new forms of value could be created together with individuals through a focus on human experiences. Venkat is currently working on co-creating systemic transformation and positive impact on wellbeing-wealth-welfare, through platforms in digitalized societal ecosystems that afford the enactment of interactional creation by engaging and organizing actors (across the plural, private, and public sectors).In this podcast, he shares: How digital technologies including IoT, edge computing, and AI are forcing us to fundamentally re-conceptualize strategy Why we should be thinking of experiences—rather than products and experiencers—instead of customers What it take to flip the mind-set of yourself your leadership, and your company to be ready for the future of competition __________________________________________________________________________________________""-Venkat Ramaswamy__________________________________________________________________________________________Episode Timeline:00:00—Introducing Venkat + The topic of today's episode2:54—If you really know me, you know that...3:55—What is your definition of strategy?5:00—How is the idea of value being re-created, and how does that relate to strategy?8:03—Do you believe it is now easier to coordinate multiple services to deliver a composite experience, and why is that?11:00—How do you balance the many facets of how the "experiencers" are shifting their expectations of services and products, and how ecosystems are changing the value delivery?13:15—Could you explain what the mental shift we need to make in imagining a value chain is, and why is it happening now?15:27—How do you think the pandemic accelerated accepting the technological changes and innovations happening?20:21—Could you tell us your definition of co-creation?21:15—What is the cognitive leap that we need to make, and how can a CSO help leadership make that transition?22:54—What are your thoughts on people shifting their mindset through this big fundamental mind-shift of creating value through ecosystems and interactions?26:00—How can people connect with you and keep learning from you?26:23—What are the downsides to the shifts we've been talking about, especially in relation to the new risks they bring?24:13—How can people connect and follow you to keep learning from you?__________________________________________________________________________________________Additional Resources: Personal page: http://www.venkatramaswamy.com/Twitter: https://twitter.com/prof_venkatLinkedin: https://www.linkedin.com/in/venkat-ramaswamy-ba522810

A pair of headphones tangling in the spokes of a bike is one of the more unique inciting moments of an entrepreneurial venture. While his entrepreneurial spirit would lead him to Hong Kong and scouting factories in Southern China, it was Sheel Mohnot's experience working in India with Kiva that would greatly influence his career as an investor. Impacted by the individuals he met, Sheel discovered a passion for investing in resilient and tenacious people. Sheel Mohnot is a seed-stage fintech investor, co-founder and GP of Better Tomorrow Ventures, and founder and GP of 500 Fintech. Inspired to “work on hard problems'' by renowned Professor C.K. Prahalad during his MBA at University of Michigan, Sheel has created and led a number of companies and served as a personal angel investor. In this episode, Sheel discusses the key lessons he has learned in fintech investing about dilution, recognizing resilient founders, and the reality of investing in an unsuccessful company. Sheel shares stories of his early ventures and insights into his current projects, including his collaboration with Jake Gibson on Better Tomorrow Ventures. (3:14) – A father's journey (8:56) – High school and beyond (13:10) – Indicorps and Kiva (18:11) – Returning to business school (21:50) – The first entrepreneurial venture (29:36) – FeeFighters (38:54) – 500 Fintech (47:08) – Investing in the jockey (51:41) – Better Tomorrow Ventures Eric Satz—entrepreneur, serial investor, lover of hot peppers— is the founder and CEO of Alto. The idea behind Alto was born out of a problem. Eric found a clear need to give people more control over their investments (and investment opportunities) in a simple, streamlined way and created Alto to make these opportunities available to all investors, not just the ultra-wealthy or institutional investors.  If you'd like to receive new episodes as they're published, please subscribe to The Altogether Show with Eric Satz in Apple Podcasts, Google Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in Apple Podcasts or Spotify. It helps others find the show. Podcast episode production by Dante32

A pair of headphones tangling in the spokes of a bike is one of the more unique inciting moments of an entrepreneurial venture. While his entrepreneurial spirit would lead him to Hong Kong and scouting factories in Southern China, it was Sheel Mohnot's experience working in India with Kiva that would greatly influence his career as an investor. Impacted by the individuals he met, Sheel discovered a passion for investing in resilient and tenacious people. Sheel Mohnot is a seed-stage fintech investor, co-founder and GP of Better Tomorrow Ventures, and founder and GP of 500 Fintech. Inspired to “work on hard problems'' by renowned Professor C.K. Prahalad during his MBA at University of Michigan, Sheel has created and led a number of companies and served as a personal angel investor. In this episode, Sheel discusses the key lessons he has learned in fintech investing about dilution, recognizing resilient founders, and the reality of investing in an unsuccessful company. Sheel shares stories of his early ventures and insights into his current projects, including his collaboration with Jake Gibson on Better Tomorrow Ventures. (3:14) – A father's journey (8:56) – High school and beyond (13:10) – Indicorps and Kiva (18:11) – Returning to business school (21:50) – The first entrepreneurial venture (29:36) – FeeFighters (38:54) – 500 Fintech (47:08) – Investing in the jockey (51:41) – Better Tomorrow Ventures Eric Satz—entrepreneur, serial investor, lover of hot peppers— is the founder and CEO of Alto. The idea behind Alto was born out of a problem. Eric found a clear need to give people more control over their investments (and investment opportunities) in a simple, streamlined way and created Alto to make these opportunities available to all investors, not just the ultra-wealthy or institutional investors.  If you'd like to receive new episodes as they're published, please subscribe to The Altogether Show with Eric Satz in Apple Podcasts, Google Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in Apple Podcasts or Spotify. It helps others find the show. Podcast episode production by Dante32

We have heard a lot about Innovations, but less about Innovation Consultants in organizations. Our guest for today is an Innovation Consultant. Let us learn together about the roles and responsibilities of an Innovation Consultant. Our guest for this episode of our show, Deepa Prahalad, is an author and Innovation Consultant. She has co-authored a book called, 'Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business. Deepa Prahalad also writes for the Harvard Business Review. She has been elected as a member of The International Academy of Management. She has also been ranked 34 on the Inaugural Thinkers 50 India List. Deepa tells us that the Innovation Consultants help organizations or individuals in bringing their ideas to life. There is a process of continuous learning and experimentation in organizations and Innovation Consultants really help to shepherd that process along. --- Support this podcast: https://anchor.fm/tbcy/support

BESCHREIBUNG Die Kultur im Unternehmen ist nirgends dokumentiert. Sie wirkt zwischen den Zeilen. Wie ein unsichtbarer Sender sendet sie Patentrezepte zum Bewerten und Entscheiden, die dann in Handlungen wirksam werden. Auch in Managementsystemen und auch zu Schutz und Sicherheit. Ein erster wertvoller Schritt ist, dies überhaupt zu erkennen - wie in meinem Beispielunternehmen. Und dann können weitere Schritte folgen... SHOWNOTES Die Kerninhalte der Episode als "Steckbrief" im [BLOG](https://susannepetersen.com/podcast-33-kultur-im-managementsystem-stuetz-oder-stoersender/) Die nacherzählte Affengeschichte mit Hinweis auf die Quelle (“Competing for the Future” (1996) der Managementprofessoren Gary Hamel und C. K. Prahalad) findet sich auch hier im [BLOG](https://susannepetersen.com/gary-hamel-affen/). Meine [Podcast-Landingpage](https://susannepetersen.com/podcast/) mit Start-Video und mehr.

Neste podcast, entrevistamos Cris Camargo, CEO do IAB Brasil. Ela acabou de voltar de um evento nos Estados Unidos, reunindo os 45 IABs do mundo, para alinhar as grandes questões que a publicidade digital enfrenta no momento. Na conversa, Rodrigo Ghedin e Jacqueline Lafloufa questionam Cris a respeito de cookies de terceiros, consentimento na coleta de dados, relações com a Big Tech, influenciadores digitais e outras questões pertinentes da área. Indicações culturais Cris: Os livros Fundações, associações e entidades de interesse social [Amazon, editora]1, de José Eduardo Sabo Paes, publicado pela Forense; Jogos finitos e infinitos [Amazon]1, de James P. Carse, publicado pela Nova Era; A riqueza na base da pirâmide [Amazon]1, de C. K . Prahalad, publicado pela Bookman; e Planejamento Circunstancial [Amazon]1, de Maria Cecília Medeiros de Farias Kother, publicado pela EdiPUCRS. Jacque: O livro Não aguento mais não aguentar mais [Amazon, Magalu, editora]1, de Anne Helen Petersen, publicado pela HarperCollins Brasil. Ghedin: O livro Como escrever bem [Amazon, editora]1, de William Zinsser, publicado pela Fósforo2. Recados Quer mandar seu alô para nós? Escreva para podcast@manualdousuario.net. Gosta do podcast? Toque aqui e torne-se um(a) apoiador(a). A partir do plano II (R$ 16/mês), você ganha o direito de acompanhar as gravações do podcast ao vivo, incluindo um animado bate-papo pós-gravação, além de outros mimos. O Guia Prático é editado pelo estúdio Tumpats. Link citados na conversa IAB ALM 2022. Ao comprar por estes links, o Manual do Usuário recebe uma pequena comissão das lojas. O preço final para você não muda. ↩ A cópia que li foi gentilmente cedida pela editora. ↩

“Se eu tivesse perguntado aos clientes o que eles queriam, teria inventado um cavalo mais rápido” Essa frase é atribuída ao personagem responsável por uma das inovações que mais influenciaram o capitalismo: Henry Ford. Inventor profícuo, Ford foi responsável pela popularização da Indústria Automobilística e seu sistema de produção influenciou praticamente todos os setores organizacionais. Figura polêmica, o empreendedor traz à tona um dos principais dilemas da inovação: como criar inovações se os clientes, muitas vezes, não sabem o que querem? Uma visão reducionista tende a sintetizar essa resposta em uma frase: não ouça o cliente, baseie-se na sua intuição. Mas será que esse é o caminho? Todos os casos de bem sucedidos de inovação, dos smartphones as novas tecnologias, só foram um êxito porque atenderam a uma demanda silenciosa de seus consumidores. A solução para esse dilema passa muito mais pela busca de novas formas de auscultar nosso cliente do que pela decisão de não ouvi-lo. Não é de hoje que, mesmo em um ambiente menos complexo do que o atual, organizações têm buscado esse caminho como, por exemplo, a Unilever que popularizou uma forma de pesquisa dos hábitos do consumidor baseada na etnografia (método proveniente da antropologia) que tem como principal orientação a busca pela “visão de dentro” de determinada comunidade. Em uma de suas obras, o lendário e saudoso professor autor C.K.Prahalad estudou um dos casos originários dessa prática que aconteceu na Índia e traz boas referências sobre o processo de inovação orientado ao consumidor. Refiro-me ao reposicionamento do sabonete Lifebuoy no país. O principal desafio consistia em chegar a mercados inexplorados composto por consumidores de baixíssima renda e alto potencial de consumo. Convivendo nessas comunidades (está aí a adoção da “visão de dentro”) foi identificado que uma das doenças que causa mais impacto nessa população é a diarreia (30% dos casos de morte pela doença no mundo acontecem no país). A letalidade da doença pode ser eliminada com um simples gesto: lavar as mãos. A Unilever desenvolveu, então, um produto com um poder bactericida maior e aliou-se a ONGs da região para investir em campanhas sobre a conscientização de se lavar as mãos. No entanto, ainda, faltava o mais importante: como fazer com que os produtos chegassem às mãos dos consumidores (literalmente). É aí que entra outro processo inovador. Nessas comunidades existem mulheres que exercem o papel de líderes comunitárias. Tendo essa visão, a companhia desenvolveu um modelo de vendas diretas porta a porta tendo como principal agente essas mulheres. Com isso a organização conseguiu entregar 2 valores importantes para estas pessoas: por um lado o produto tem como foco erradicar uma doença que causa um impacto profundo nas comunidades; por outro gerou uma nova fonte de renda a essas cidadãs. Não basta ouvimos nosso consumidor. É fundamental entrarmos no universo de nossos clientes e enxergarmos o mundo com seus olhos. Não se trata de tarefa fácil, porém é fundamental a busca por caminhos que tenham esse foco. Contatos: Instagram | Plataforma gratuita Gestão do Amanhã | Site | Newsletter Edição: Senhor A #podcast #gestão

É fácil de perceber que uma organização corre grandes riscos se não encontrar forma de salvaguardar e manter acessível o seu conhecimento crítico. Esta é uma preocupação da gestão de conhecimento. No entanto, há várias formas de responder a este desafio. Clique aqui para ver a página deste episódio Referências neste episódio: 4 dicas para disseminar conhecimento na sua organização - post do KMOL (ago 2004) What's wrong with keeping knowledge in people's heads? - post de Nick Milton Livro The Gig Mindset Advantage (Jane McConnell, 2021) O conhecimento vai embora - post do KMOL (out 2015) Qualidade dos processos de conhecimento em Portugal - edição de 2019 do Estudo de Gestão de Conhecimento Captura de Melhores Práticas. Ou Não. - post do KMOL (abril 2009) Best Practices Get You Only So Far - coluna de C.K. Prahalad na Harvard Business Review (abril 2010) Podcast KMOL em https://kmol.pt/podcast Sugestões, comentários, questões? Escreva-nos para editor@kmol.pt ou deixe-nos uma mensagem de voz através de https://anchor.fm/kmol/message

Believe in God like Prahalad and he will always come to your rescue. It is the devotion of the devotees that makes them believe in God even under adverse circumstances. --- Send in a voice message: https://anchor.fm/kavita-sharma851/message

Vandaag staat de vraag centraal van mijn marketing docent Wouter de Vries: ‘Waarom wil je een blauwe banaan zijn?'  Ik ben uw gastheer Ron Steenkist, tandartsbusinesscoach, eigenaar en Chef de Clinique van Tandheelkunde Nellestein,  onderdeel van de Dentconnect groep, en mijn mede-gastheer Nico Bezuur, vrije beroeper, ondernemer, coach en tandarts bij Quom tandarts in Amsterdam.  In 1991 volgde ik de HBO opleiding bedrijfseconomie. Het vak “Commerciële Economie” werd gegeven door docent Wouter de Vries. Wat wist hij mij te boeien. Wat een verteller. De grote mannen Ansoff, Porter, Prahalad  wist hij in samenhang te brengen met elkaar. Ik kon het direct gebruiken in mijn tandartspraktijk.  In deze bonus-aflevering behandelen Nico Bezuur en Ron Steenkist het boekje de “Blauwe bananen”.  Dit boekje wist jarenlang in de management top-100 te staan en is met recht een zgn “millionseller”.

Wouter de Vries is van 1958 en groeide op in Amstelveen. Hij werd bij toeval Diensten-marketeer doordat hij op het goede moment tijdens het sollicitatiegesprek “Ja” zei.  Dit “Ja” veranderde zijn leven. Hij is auteur van 25 studieboeken over Dienstenmarketing waaronder de millionseller “de Blauwe Banaan”. De Blauwe Banaan bracht hem veel maar de roem zorgde ook voor een leven als in een achtbaan. Hij benadrukt dat je als ondernemer moet onderzoeken waar je goed in bent. En plan daarna hoe je hier dan nog beter in kan worden. Vergeet zeker niet “Groei moet je plannen”. De lijfspreuk van Ansoff.  Zijn idool en inspirator is Prahalad met zijn boek  “Competing for the future” en zijn visie op kernvaardigheid. Waar wil je goed in zijn en waar ben je goed in? Levensspreuken: -“Als je wil dat iets goed gebeurd moet je het zelf doen”. -“Succes heeft een reden, falen vaak velen”.   De blauwe banaan is samen te vatten door: “Wat filter” voor de tandarts- is de kerntaak bijvoorbeeld de restauratie. “Hoe filter”-perceived dienstverlening. “Wie Filter” is de vrouw en haar gebouw, haar charisma, haar sociale empathie    Boek op nachtkastje: Springsteen in Nederland. Boek voor alle tandartsen : Dienstenmarketing van Wouter de Vries    Drie adviezen voor jonge tandartsen: 1. Liefde voor het vak. 2. Vertrouwen geven om te lachen 3. Veel nascholing en goed verdienen.

What a privilege it was to learn first hand about Mr Chaudhary's incredible vision and journey creating Jaipur Rugs. You can find The Healing Organization by Raj Sisodia and Michael Gelb here -> https://www.amazon.co.uk/Healing-Organization-Awakening-Conscience-Business/dp/0814439810 and you can also find my previous discussions with both Raj and Michael on my YouTube channel here -> https://www.youtube.com/playlist?list=PLi25BCTiMJ0O0RzbzIJcl-6LAeDX_kZYh “Too much knowledge developed without practice equals ego. Knowledge without practice can damage the business.” “I often say we don't sell carpet, we sell family blessings, we sell experiences, we sell stories and the carpet is free” “What I have learned in my life is that destination comes from the mind, but direction comes from the heart. If you are not driven by love and compassion, then we do not have direction” “I'm sure that anything in business, if it is not driven by love, it is not going to sustain” Mr Nand Chaudhary bio: Nand Kishore Chaudhary, a globally acclaimed social entrepreneur, is the founder of Jaipur Rugs, one of India's largest manufacturers of hand knotted rugs and is often referred to as ‘Gandhi of the Carpet Industry'. With just two looms and nine artisans in 1978, his journey four decades later stands at Jaipur Rugs becoming a global social enterprise exporting to over 60 countries while providing sustainable livelihood to 40,000 artisans in 600 remote villages across five states in India, out of which 80% of them are women. Management guru, C.K. Prahalad featured his revolutionary business philosophy in his globally acclaimed book -The Fortune at the Bottom of the Pyramid. Mr Chaudhary has also been termed as ‘father of modern social enterprises' by Prof. Jagdish N. Sheth from Emory University, USA. Sheth said, “Jaipur Rugs has become a role model, that business can serve society and at the same time … can be a capitalistic institution”. In 2019, Raj Sisodia featured Jaipur Rugs and NK Chaudhary in his book, ‘The Healing Organization' for ‘The Power of innocence'. The book highly celebrated NK Chaudhary's steps towards healing the customers and transforming the society with love. He has won awards including E&Y Entrepreneur of the Year Award, CNBC TV18 Emerging India Award, Social Impact Award conferred by former president Pranav Mukherjee among others You can also find out more about Garry as follows: Web – Sign up for updates at www.hexochangenow.com Email - garry.turner@hexochangenow.com LinkedIn - https://www.linkedin.com/in/garryturnerstrategicadvisor/ Clubhouse - @vulnerablegarry --- Send in a voice message: https://anchor.fm/activatingconsciousness/message

Deepa Prahalad is an author, speaker and innovation/design strategy consultant with an emphasis on emerging markets and social innovation. She is ranked #34 on the inaugural Thinkers 50 India list and is a member of Marshall Goldsmith 100 Coaches program. Deepa and Patrick discuss the importance of design to solve problems, develop strategy, innovate, and improve society. Find out more via Twitter @deepaprahalad or LinkedIn at https://www.linkedin.com/in/deepaprahalad/.

Today we have Mr Nagaraja Prakasam on the show. Mr. Nagaraja (Naga) Prakasam is a versatile and passionate leader with 2+ decades of global experience (decade in the USA and a decade+ in India). As a full time angel investor, invested in 21 start-ups and seen 4 exits. Spearheaded Impact thinking in Indian Angel Network and co-founded IAN Impact. His personal mantra is “Start-ups should focus on India's strength – people, problems, Tech (PPT)” He believes in hands on approach and travels extensively in rural areas understanding the need first hand. Sought after as thought leader in Impact space and inspired many students as a motivational speaker in number of colleges. Featured by Forbes magazine as Social investor engineering social change. Delivered C.K.Prahalad memorial lecture at WorldCoCreationDay. Chaired “Green Revolution 2.0 – Food Security and the role of innovation” at 10th CII Innovation Summit. Spoke at launch of Bank of Innovations and Ideas (BII) by Ministry of Rural Development along with Dr.Abdul Kalam. Awarded “Successful Person 2015/Vetri Tamilar” by Sangam4, Chennai. Proud to join CM of Rajasthan to unveil state startup policy. Partner at Acumen – New York based $100M impact venture fund and serves as an independent director in one of its portfolio company, Guardian – a micro finance venture working in Water and Sanitation. Founder Chairman of Native Angels Network (NAN) by Nativelead foundation (NLF) – enables entrepreneurship in non-metros of Tamilnadu, with the vision to Enable, Nurture, Incubate, Invest. NAN grown into 152 angels in Madurai, Trichy, Coimbatore, Erode, Tuticorin with 3 investments, touching 120 startups, 37 colleges.

My last one-on-one conversation with Anthony Ostler was in a little restaurant in London, Ontario in January 1999. We were discussing an article on corporate strategy written by the late Professor C.K. Prahalad. Anthony was leading the recruiting efforts for the firm I was interviewing for a summer internship. It felt like a make or break conversation for me so I was a little nervous. Anthony made it easier for me because he was genuine, caring and curious. I reconnected with him 21 years later and you get to hear the conversation. He is now a Senior VP and Head of Stakeholder Engagement and Marketing at State Street a global financial company that service the investment industry. Since high school Anthony has been dedicated to being the best mentor he could be. In this conversation we get the inside track on the mind of a mentor. Send me a message - https://anchor.fm/shakeel-bharmal/message

Vamana was the 1st human avatar of Lord Vishnu who incarnated himself as a brahmin boy to end the rule of the great demon Mahabali. Bali was the grandson of Prahalad,  who was one of the biggest Vishnu devotees. Lord Vishnu had saved Prahalad from his father Hirankashyap in his Narasimha avatar. Bali like his grandfather was a Vishnu devotee as well. However, the mighty ruler of Patal Lok , Bali had become greedy for more power and wanted to rule all the three worlds (Heaven, Earth, and the Underworld). He decided to meditate upon Lord Brahma. After pleasing Brahma with his penance he became invincible and grew stronger than Gods as well. He decided to attack the Planet of Heaven and conquer the kingdom of heaven from Indra.  Indra was defeated in the battle and hence the Gods lost their kingdom and became homeless. Indra was the son of sage Kashyap and Aditi. When Aditi heard of her son's defeat, she was devastated. After consulting with her husband she began meditating upon Lord Vishnu. Vishnu was pleased with her worship and decided to visit her. Aditi asked Vishnu to be born as her son. She wanted Vishnu to take back the kingdom of Heaven and Earth and return to the Gods. Vishnu granted her wish. Soon Vishnu was born to Aditi and Kashyap. After his birth, he changed his form into a small brahmin boy. The boy was very small in size like a dwarf. He then decided to visit Bali.  Bali, though being a demon was a very righteous king. The kingdoms prospered under his leadership. He was very kind to his subject and ensured no one returned empty-handed from his court. When Lord Vishnu as Vamana (Brahmin boy) was about to enter Bali's court, Bali was busy performing a powerful Yagya to gain more power. The rituals of this Yagya were taking place under the guidance of his teacher Shukracharya. As soon as Vamana entered the court, the whole place was illuminated with divine bright light. Bali knew that the Brahmin boy was special and not some ordinary Brahmin. He invited Vamana with due respect and made him seated on a special seat. He then asked Vamana to express his desire. He announced that whatever the Brahmin boy shall ask from him, shall be given to him. On hearing, this Vamana said that he didn't desire much and only wanted a strip of land long enough to hold his three steps. Bali agreed to this.  Now this was a strange request and sage Shukracharya realized that this boy was none other than the Supreme Vishnu. He warned Bali stating that Lord Vishnu himself was here as Vamana to take away his kingdom. Bali, on the other hand, was a demon of his words. He told Shukracharya that since he has already agreed to grant the wish, he cannot fall back.  In the next few moments, Vamana started to grow in size, and very soon he was limitless touching the endless sky. With his 1st step he covered the whole of Earth. With his 2nd step, he walked through the entire heaven. Now there was no place left for his 3rd step. He then asked Bali where should he place his third step as there was no place left. Bali bowed down before the Lord and asked him to place his third step on his head as that was the only place he owned now. Granting Bali's request   Lord Vishnu placed his foot on Bali's head hence pushing him down to Patal Lok (Underworld). After this the kingdom of Heaven and Earth was given back to the Gods. Lord Vishnu was still pleased with Bali as he was a good demon. He decided to bless Bali and asked him to wish for a boon. Bali being a worshipper of Vishnu like his grandfather asked Vishnu to stay with him in Patal Lok. Bali wanted to worship Vishnu every day. Lord Vishnu granted his wish and left Vaikunta to stay with him. While Lord Vishnu was away from Vaikunta, Goddess Lakshmi started missing her consort. She decided to disguise herself as an ordinary woman and visit Patal Lok. When Bali met her and asked what does she want, Lakshmi said that she wanted to stay in Patal Lok as she had no other place to go. Bali, the good king asked  Lakshmi to stay in his palace. He also said that like a brother he shall always protect her virtue. With Lakshmi's presence, Bali's kingdom became prosperous and filled with fortune. One day Bali found Lakshmi worshiping for his long life. He was so pleased with her that he asked what does she want in return. Lakshmi asked Bali to return her husband. Bali was confused and that is when Goddess Lakshmi came back to her original form and said that she wanted Vishnu back in Vaikunta. Bali realized his mistake and let Lord Vishnu and Lakshmi go back to their planet. It is believed that the festival of Raksha Bandhan started with Goddess Lakshmi tieing the sacred thread of protection on brother Bali's hand. Follow us www.pinterest.com/mysticadii www.instagram.com/mysticadii Download Our iOS App onelink.to/mysticadii Visit our site for more: https://mysticadii.com

In chapter 12, these are the Leelas about Kaka Mahajani, Dhumal and Mrs. Nimonkar about the stretch of time that they may, or may not, stay in Shirdi. Baba is Rajadhiraj, and it is totally dependent on Him, how long you may stay in His kingdom, and not upon the will of the devotee. Baba is all-knowing, and He can see the future and will always do what is good for His devotee. Then, there is the story of the orthodox Brahmin, Moolay Shastri, who was devoted to Gholap Swami. However, he thought that the Dwarka Mai was Ongal, or unchaste and polluted. And to his utter astonishment, Baba appears as Gholap Swami himself. There is also the story of the doctor who refused to bow to a Muslim Sai Baba. However, he was the first to rush to the Dwarka Mai and prostrate at Baba's feet, as he sees his beloved deity, Lord Shri Ram. So in this chapter, I will give information about Moolay Shastri and Gholap Swami, and finally about Baba's unique way of feeding fruits to His devotees. Staying in Shirdi Baba was seated on the throne. In 1951, Subramanyam took leave for a month and went on a pilgrimage starting with Tirupati and from Daund, he arrived at Shirdi. He was utterly disappointed at what he saw. He had expected Shirdi to be like heaven on earth. His visit was to last for three days. But, on the very first day, he thought of returning home after visiting the holy sites. He marveled at the devotees who worshipped Baba like their personal God, while he felt that they were mere edifices and photographs. Then, he met a family from Andhra Pradesh, who spoke kindly to him and asked the purpose of his visit. There was an elderly lady with them, who had the power of soothsaying and had told many devotees what experience they would have during their stay in Shirdi. She also had the rare privilege of seeing Baba, instead of the idols seated on the throne, during Aarti. She said that Baba looked like a king dressed in velvet with a crown and jewels. Then, the lady rushed towards Subramanyam and spoke in Hindi, instead of his mother tongue. She told him he was to stay in Shirdi for three months, and if he left prior to that, the outcome would bring him immense misery. She also assured him that Baba told her that He would take care of all his needs, and that he would have numerous spiritual experiences. Now, Subramanyam was in a dilemma as he still was not sure that Baba really wanted him to stay for such a long period in Shirdi. He was concerned about the food arrangement and the room to stay in. But, when Baba wanted him to stay, would He not provide for him? That day, Subramanyam was meditating in the Dwarka Mai, when he received the same message from Baba, who asked him to extend his stay at Shirdi for the next three months. Subramanyam was concerned that he would lose his job because of his extended stay, and he knew how difficult it was to get it back. He applied to the office for an extension of leave, and was informed that his services would be terminated soon. Desperately, he went to the Samadhi Mandir, and started circumambulating it, praying that Baba should give him some concrete sign that he was to stay. As he was circumambulating the Samadhi, it struck him that he should place chits before Baba, and thus would get a definitive reply. Then, a lady from Chennai joined him, and Subramanyam thought he would ask her to pick up one of the chits after they had completed 108 rounds. While they were circumambulating the Samadhi, he asked her if she would pick up a chit for him, and she readily agreed. The gentle lady suddenly went to the centre of the temple, and stood there laughing hilariously, clapping her hands in utter bliss. Subramanyam was terrified at the sudden transformation, and a large crowd had gathered there to watch her. A young military deserter, from Rayalaseema region, got bewildered, and taking some Udi, he rubbed it on her forehead, thus breaking her trance. The lady then burst out saying, "Why did you do this? I had the rare opportunity of being with Baba. I beheld Baba in dazzling, radiant colours on the Samadhi. And both of us were playing there. He also told me that the chits were regarding Subramanyam's stay in Shirdi, and that he was not granted the permission to leave until his period of three months was completed." Thus, he got his answers specifically from the lady from Chennai, who didn't know the purpose of his placing chits on the Samadhi. Thus, Subrahmanyam finally decided to stay in Shirdi as he had received confirmation from Baba. This Leela was taken from Sai The Mother, Anusuya the Amma. This is the life story of Prahalad Ramchandra Moolay Shastri. It was to meet Booty that Moolay Shastri came to Shirdi, and Baba gave Moolay Shastri a marvelous experience that changed his life. The Leela of Moolay Shastri is described in Sri Sai Satcharita, chapter 12. Prahalad was born around 1879. He was a learned man, proficient in palmistry and astrology. He hailed from Na...

It is only our conviction in His existence that makes us actually feel Him. It is well corroborated by the story of Hiranyakashipu asking his son Prahlad “where is your Narayan?” The boy says that He is omnipresent. The father is not convinced and asks him specifically if Lord is there in a sizzling pillar standing in front of them. As the son replies yes he is asked to touch it. Prahald ji spontaneously embraces the hot pillar but nothing hurts him. This convinces Hiranyakashipu that Narayan is surely present in the pillar due to which Prahalad is unharmed. So he strikes on it with a motive to hit Narayan and then lord Narsimha indeed appears. Hence it can be said that Lord appeared out of his conviction.

News, views and reviews from the world of business. Tracy Jones present The Business Community on Calon FM, Episode 65 with guest Gareth Hatton from Businessline. Heather is away. Find out more about this show, the presenters, Calon FM and previous episodes at www.thebusiness.community.

In our modern global economy, capital ought to be understood in its totality if we are to successfully seek our individual and collective economic empowerment. Capital is not just money. Capital is assets that enable all economic activity. Manufactured capital, financial capital, social capital, human capital and natural capital are all to be understood and synchronized in mindful economic pursuit. Responsible capitalism gives the 4 Billion people at the bottom of the global economic pyramid dignity and choice by delivering high quality, low cost goods and services in small quantities accessible through local markets. This is a strategy formulated by Dr. C. K. Prahalad, taught in Business Schools and put into practice by global corporations like Unilever. Come join my guest Jonathan Gripe and I to explore how this same strategy can help each person pursue their own financial freedom.

In our modern global economy, capital ought to be understood in its totality if we are to successfully seek our individual and collective economic empowerment. Capital is not just money. Capital is assets that enable all economic activity. Manufactured capital, financial capital, social capital, human capital and natural capital are all to be understood and synchronized in mindful economic pursuit. Responsible capitalism gives the 4 Billion people at the bottom of the global economic pyramid dignity and choice by delivering high quality, low cost goods and services in small quantities accessible through local markets. This is a strategy formulated by Dr. C. K. Prahalad, taught in Business Schools and put into practice by global corporations like Unilever. Come join my guest Jonathan Gripe and I to explore how this same strategy can help each person pursue their own financial freedom.

Deepa Prahalad is an author, activist, consultant, entrepreneur, and speaker. Deepa's work has been published by Bloomberg, Businessweek, Harvard Business Review, and Huffington Post among others. Deepa has conducted workshops at Harvard Business School and her book 'Predictable Magic' was rated one of the best design books of the year. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/theindustryshow/support

Five years ago C.K. Prahalad published a book titled The Fortune at the Bottom of the Pyramid in which he argues that multinational companies not only can make money selling to the world's poorest but also that undertaking such efforts is necessary as a way to close the growing gap between rich and poor countries. Key to his argument for targeting the world's poorest is the sheer size of that market -- an estimated four billion people. How has Prahalad's book -- a revised fifth-anniversary edition of which has just been published -- affected the behavior of companies and the well-being of consumers in the years since its publication? Knowledge at Wharton checked in with the author for an update including examples of specific companies that are implementing Bottom of the Pyramid strategies. See acast.com/privacy for privacy and opt-out information.