The 1996 book Competing for the Future by the late Professor C.K. Prahalad and his colleague, Gary Hamel from the London Business School, was unique in that it tied together several of Hamel and Prahalad's leading ideas into book format. The book introduces the concept of "core competencies," which emphasizes that organizations should focus on leveraging their inherent strengths and unique capabilities, and "strategic intent," which focuses on setting an ambitious, long-run vision for a firm's future. This emphasis on future thinking was a particularly notable aspect of the book. In general, the book advocated for a proactive approach to strategy where businesses actively envision and shape the trajectory of their respective industries instead of merely reacting to existing competitors and market dynamics in the short run. This emphasis on dynamics -- in particular, envisioning the future and then mobilizing strategy to compete in shaping it -- had important managerial implications for business thinking in the 1990s.  It suggested that companies needed to transition from a short-term, reactive mindset to a more forward-thinking, visionary stance; this would allow companies not just to survive but dominate in future market landscapes. Overall, this book had a notable impact on business practice; Time Magazine named it one of "The 25 Most Influential Business Management Books."