34 Posts found for Author: Gary Hamel

Management processes often contain subtle biases that favor continuity over change. Planning processes reinforce out-of-date views of customers and competitors, for instance; budgeting processes make it difficult for speculative ideas to get seed funding; incentive systems provide larger rewards for caretaker managers than for internal entrepreneurs; measurement systems understate the value of creating new strategic options; and recruitment processes overvalue analytical skills and undervalue conceptual … [ Read more ]

Content: Quotation | Author: Gary Hamel | Source: Harvard Business Review | Subjects: Management, Organizational Behavior, Process

Sitting monarchs don’t usually lead revolutions. Yet most management systems give a disproportionate share of influence over strategy and policy to a small number of senior executives. Ironically, these are the people most vested in the status quo and most likely to defend it. That’s why incumbents often surrender the future to upstarts. The only solution is to develop management systems that redistribute power to … [ Read more ]

Content: Quotation | Author: Gary Hamel | Source: Harvard Business Review | Subjects: Change Management, Innovation, Management, Organizational Behavior

We know a lot about how to engender human creativity: Equip people with innovation tools, allow them to set aside time for thinking, destigmatize failure, create opportunities for serendipitous learning, and so on. However, little of this knowledge has infiltrated management systems. Worse, many companies institutionalize a sort of creative apartheid. They give a few individuals creative roles and the time to pursue their interests … [ Read more ]

Content: Quotation | Author: Gary Hamel | Source: Harvard Business Review | Subjects: Innovation, Management, Organizational Behavior

Transparency is often just as effective as a rigidly applied rule book and is usually more flexible and less expensive to administer.

Content: Quotation | Author: Gary Hamel | Source: Harvard Business Review | Subjects: Corporate Governance, Management, Organizational Behavior

When leading business thinker Gary Hamel analyzes the central problems with the modern hierarchical organization, he sees 5 debilitating deficits: too few voices are heard; creativity is confined and constrained; decisions are under informed; institutional barriers separate capital from talent; and an inability to adapt to fast-changing circumstances.

The fix? With its inherent ability to collect, store, share distributed data and knowledge, the Web can turn … [ Read more ]

Content: Article | Authors: Gary Hamel, Sean Silverthorne | Source: BNET | Subjects: Management, Organizational Behavior

Like many great inventions, management practices have a shelf life. In his new book, renowned management guru Gary Hamel explains how to jettison the weak ones and embrace the ones that work.

Content: Article | Author: Gary Hamel | Source: FORTUNE | Subject: Management

Doz and Hamel review the trend toward partnering by corporations of all sizes often prompted by swift changes in technology and global competition. They provide guidelines for what works and what often results in failure when two organizations join forces informally (without contributing capital) to reach a common goal. The purpose of the book is to help managers and their companies be more successful in … [ Read more ]

Content: Book | Authors: Gary Hamel, Yves Doz | Subject: Strategy

Here are five ways organizations can radically rethink their strategy.

Editor’s Note: I found the first half of this article of little value, but the five ways to radically rethink their missions in the second half is good stuff.

Content: Article | Author: Gary Hamel | Source: FORTUNE | Subject: Strategy

Many Western managers are becoming wary of joint ventures. They have learned through costly experience that such alliances – particularly with Asian partners – can become a low-cost route through which new competitors acquire technology and market access. However, with the costs of product and market development escalating, avoiding strategic alliances altogether is not an option many firms can afford. The question for Western firms … [ Read more ]

Content: Article | Authors: C.K. Prahalad, Gary Hamel | Source: Prism (Arthur D. Little) | Subjects: Management, Strategy

Conventional wisdom says to get back to basics.
Conventional wisdom says to cut costs.
Conventional wisdom is doomed.
The winners are the innovators who are making bold thinking an everyday part of doing business.

Editor’s Note: The meat of this article is found in the three systemic beliefs that inhibit innovation and the four dominant innovation lenses toward the middle of the article.

Content: Article | Author: Gary Hamel | Source: Fast Company | Subjects: Innovation, Management

It is well understood that in today’s world of discontinuous change, there is no continuity without constant renewal…There are two core challenges to making innovation a deep capability in any organization. First, most companies have a very narrow idea of innovation, usually focusing just on products and services. We need to enlarge our view of innovation. Second, most companies devote much more energy to optimizing … [ Read more ]

Content: Article | Author: Gary Hamel | Source: Leader to Leader | Subjects: Innovation, Management

Hamel and Prahalad develop judicious, provocative managerial theses in this sophisticated work. Rejecting recent downsizing and reengineering trends, they present their blueprint for transforming an industry’s structure, which, they stress, is the primary challenge facing today’s managers. The authors focus on tomorrow’s competition and opportunities, vitalizing the company for the future and outrunning competitors to “get to the future first.” Pioneering ideas on strategy, leadership … [ Read more ]

Content: Book | Authors: C.K. Prahalad, Gary Hamel | Subjects: Management, Strategy

Read a good review at:
Content: Book | Author: Gary Hamel | Subject: Management

Content: Book | Authors: Gary Hamel, Stuart Crainer | Subject: Management