There is not one future but hundreds. There is no law that says most companies must be followers. Getting to the future first is not just about outrunning competitors bent on reaching the same prize. It is also about having one's own view of what the prize is. There can be as many prizes as runner

Integrating together the authors' recommendations, "Competing for the future" brings into light how managers have the foremost goal of creating strategies that integrates the thoughts expressed in the book. This includes creating the "big dream," opening up to the possibility that ambitious goals propels companies and organization towards the front race to the future, re-educating employees/members about the organization's daily operations, and identifying core competencies in preparation to the creation of a core competence agenda.

Central also to the discussion of strategic management is establishing an organizations 'core competencies.' The authors define core competencies as those activities that are an "integral part of the process of general management" (225). This does not only include specific products and/or activities, but all activities and products must be considered as potential core competency. The bigger and more difficult task is in

Some common words found in the essay are:
Hamel Pralahad, , organizations companies, path towards, core competencies, future brings, competing future brings, competing future, towards establishment, strategic management, organization's daily, towards future, discussion strategic,
Approximate Word count = 648
Approximate Pages = 3 (250 words per page double spaced)