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1. Dear students get fully solved assignments
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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:MarketingMyopiareferstothe phenomenonof notbeingable tosee a long term and more
sustainable goal foranorganisation.Fordecades,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.MarketingMyopia,asa 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
meannextyear,Five yearplan,ora decade hence?Inotherwords, how far out do the headlights of
your management team shine? How much foresight does it actually have? Second, how
encompassingisitsviewof the future?How broadititsconceptionof the industry and of the forces
that mightreshape it?Isthe team trappedinthe myopiaof currently served markets, or does it see
a broad vista of new opportunities?
Third, how competitively unique is its view of the

2. 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
computerindustry.Withinafewyears 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 IBMand 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 invalue enhancementisusuallyexpressedinone or more of the classic dimensions such
as cost, speed,quality,andimage.Successful R&Dorganizationsoperatestoachieve itsoutcomesby
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.

3. 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
convenientlynarrowimage,deeplyembeddedinthe 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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