Financial Times, Stefan Stern, Authoritarian boss belongs in the past
The Economist magazine labels Gary Hamel “the world’s reigning strategy guru.” Fortune calls Hamel “the world’s leading expert on business strategy,” and the Financial Times says Hamel is “a management innovator without peer.”
As the author of such concepts as “core competence”, “strategic intent”, and “industry revolution”, Hamel has changed the language and practice of management around the world. Now, in his boldest book to date, Hamel sets out the agenda for management in the 21st century.
Calling for nothing less than a revolution in how large organizations are structured, managed and led, Hamel provides a clear blueprint for building companies that are:
Drawing on his latest research, Hamel demonstrates that it is innovation in management — rather than in operations, products or strategies — that is most likely to create long-term advantage. Building on this insight, he describes in detail how a company can get a head start on the future by building tomorrow’s best practices today.
Co-authored by Professor Julian Birkinshaw and Research Fellow Michael Moll, “Giant Steps in Management” brings together the world's most influential management innovations, both successful and unsuccessful. It takes on long-standing assumptions about how the work of management is best accomplished and shows how key performance measures, such as employee engagement, customer interaction, and technological innovations, can be improved.
Professor Birkinshaw says: “Our book will put our readers in a position to create tomorrow’s best practice today. It illustrates how to make innovation happen and examines the process through which management innovation comes about.”
“Describing 50 past innovations, including those of companies like Toyota, Procter and Gamble and GE, the book details how management has evolved over the last 150 years and how our readers can make it continue to evolve by being management innovators themselves,” Professor Birkinshaw said.
Hamel argues that to thrive in the age of revolution, companies must adopt a radical new innovation agenda. The fundamental challenge companies face is reinventing themselves and their industries not just in times of crisis--but continually.
Beautifully illustrated with more than 100 full-color photos and drawings, Hamel's Leading the Revolution is an action plan (indeed, an incendiary device) for any company or individual intent on becoming and staying an industry revolutionary. Based on experiences of world-class companies, including Charles Schwab, Cisco, Virgin, and GE Capital, Leading the Revolution explains the underlying principles of radical innovation, explores where revolutionary new business concepts come from, and identifies the key design criteria for building companies that are activist friendly.
It will show companies how to avoid becoming "one-vision wonders"; harness the imagination of every employee; develop new financial measures that focus on creating new wealth; and create vibrant internal markets for ideas, capital, and talent. Drawing on the examples of activists who profoundly changed their companies with their bare hearts, Hamel outlines the practical steps anyone can take to lead a successful revolution in their own firm.
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy.
In this book, they develop a coherent model for how today's executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future.