|
...ing for the Future, have appeared on every management bestseller list and have been translated into more than 20 languages. His latest book, The Future of Management, was published by the Harvard Business School Press in October 2007 and was selected by Amazon.com as the best business book of the year.
Over the past twenty years, Hamel has authored 15 articles for the Harvard Business Review and is the most reprinted author in the Review's history. He has also written for the Wall Street Journal, Fortune, The Financial Times and many other leading publications around the world.
Since 1983, Hamel has been on the faculty of the London Business School where he is currently Visiting Professor of Strategic and International Management.
As a consultant and management educator, Hamel has worked for companies as diverse as General Electric, Time Warner, Nokia, Nestle, Shell, Best Buy, Procter & Gamble, 3M, IBM, and Microsoft. His pioneering concepts such as "strategic intent," "core competence," "industry revolution," and "management innovation" have changed the practice of management in companies around the world.
Hamel speaks frequently at the world's most prestigious management conferences, and is a regular contributor to CNBC, CNN, and other major media outlets. He has also advised government leaders on matters of innovation policy, entrepreneurship and industrial competitiveness.
At present, Hamel is leading an effort to build the world's first "Management Lab." The MLab is a pioneering attempt to create a setting in which progressive companies and world renowned management scholars work together to co-create "tomorrow's best practices" today. The goal: to radically accelerate the evolution of management knowledge and practice.
Hamel is a Fellow of the World Economic Forum and the Strategic Management Society. He lives in Northern California.
Hamel states:
“The world is becoming turbulent faster than organisations are becoming resilient. In the past companies always had to work to get better, but they seldom had to get different - not at their core, not in their essence. Today, getting different is the imperative. Gary Hamel calls this the resilience gap.
Strategic resilience is not about responding to a one-time crisis. It's about having the capacity to change before the case for change becomes desperately obvious.
Confidence in the future of your business depends on the extent to which it has mastered three essential forms of innovation - revolution, renewal and resilience.
What's the probability that your company will significantly outperform the world economy over the next few years? What's the chance that your company will deliver substantially better returns than the industry average? What are the odds that change, in all its guises, will bring your company considerably more upside than downside?
Rather than go from success to success, most companies go from success to failure and then, after a long hard climb, back to success. Hamel argues that companies must continually re-invent themselves, not just at times of crisis. They must develop a capacity for continuous reconstruction.
This is the essence of resilience. And it will prove to be the ultimate competitive advantage in the age of turbulence - when companies are being challenged to change more profoundly and more rapidly, than ever before.”
More publications
•“The Why, What and How of Management Innovation”
Harvard Business Review, February 2006
• “Funding Growth in an Age of Austerity”
Harvard Business Review, July–August 2004 [with Gary Getz]
• “The Quest for Resilience”
Harvard Business Review, September 2003 [with Liisa Valikangas]
• “The World Bank’s Innovation Market”
Harvard Business Review, November 2002 [with Robert Chapman Wood]
• “Waking Up IBM”
Harvard Business Review, July–August 2000
• “Bringing Silicon Valley Inside”
Harvard Business Review, September–October 1999
• “Strategy as Revolution”
Harvard Business Revolution, July–August 1996
• “Competing for the Future”
Harvard Business Review, July–August 1994 [with C.K. Prahalad]
• “The Core Competence of the Corporation”
Harvard Business Review, 90 [with C.K. Prahalad]
• “What CEOs Can Learn from America”
Fortune, November, 2001, Vol. 144, Issue 9
• “Reinvent Your Company”
Fortune, June 12, 2000, Vol. 141, Issue 12, p 44
• “Killer strategies”
Fortune, June 23, 1997, Vol. 135, Issue 12, p 70
|
|
- Competing for the Future
- A company that is as nimble as change itself
- The Core Competence of the Corporation
- Innovation from everyone, every day
- Strategy as Revolution
- The ultimate competitive advantage
|