Gary Hamel

Gary Hamel
London Business School · Department of Strategy and Entrepreneurship

About

98
Publications
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47,567
Citations

Publications

Publications (98)
Article
Gary Hamel, Visiting Professor of Strategy and Entrepreneurship at LBS, selects writings that have inspired him. “These books challenge us to rethink how we lead, manage and organise,” he says. “They're not all new, but they're all profound.”
Article
Executives don't realize it, but a hierarchy of managers exacts a hefty tax on any organization: Managers are expensive, increase the risk of bad decisions, disenfranchise employees, and slow progress. In fact, management may be the least efficient activity in any company. Yet it's clear that market mechanisms alone can't provide the degree of coor...
Article
p>Hoy, los gerentes de muchas industrias están trabajando duro para equiparar las ventajas competitivas de sus nuevos rivales globales. Están moviendo la fabricación a corta distancia de la costa, en procura de costos menores de mano de obra, racionalizando líneas de productos para capturar economías a escala global, instituyendo círculos de calida...
Article
In May 2008, a group of management scholars and senior executives worked to define an agenda for management during the next 100 years. The so-called renegade brigade, led by Gary Hamel, included academics, such as C.K. Prahalad, Peter Senge, and Jeffrey Pfeffer; new-age thinkers, like James Surowiecki; and progressive CEOs, such as Whole Foods' Joh...
Article
Full-text available
We define management innovation as the invention and implementation of a man-agement practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals. Adopting an intraorganizational evolutionary perspective, we examine the roles of key change agents inside and outside the organization i...
Article
01 La estrategia del océano azul (W. Chan Kim y Renée Mauborgne)$backslash$n10 Propósito estratégico (Gary Hamel y C. K. Prahalad)$backslash$n25 Estrategias regionales para el liderazgo global (Pankaj Ghemawat)$backslash$n37 Usar el Balanced Scorecard como un sistema de gestión estratégica (Robert S. Kaplan y David P. Norton)$backslash$n48 La venta...
Article
Sumario: The fundamental structural transitions in a wide variety of industries brought about by major catalysts such as deregulation, global competition, technological discontinuities, and changing customer expectations are imposing new strains on managers around the world. Old recipes do not work anymore. Managers, concerned with restoring compet...
Article
Ist Ihr Unternehmen fit für die Zukunft? Sind Ihre Mitarbeiter darauf vorbereitet, die Entwicklungen Ihrer Branche in den nächsten fünf bis zehn Jahren entscheidend zu prägen? Ist Ihr Zukunftskonzept — verglichen mit demjenigen der Konkurrenz — einzigartig? Wenn nicht, dann ist Ihr Unternehmen mit großer Wahrscheinlichkeit gefährdet, den „Wettlauf...
Article
I. Why innovation matters -- II. Management innovation in action -- III. Imaging the future of management -- IV. Building the future of management
Article
For organizations like GE, P&G, and Visa, management innovation is the secret to success. But what is management innovation? Why is it so important? And how can other companies learn to become management innovators? This article from expert Gary Hamel answers those questions. A management breakthrough can deliver a strong advantage to the innovatin...
Chapter
Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s. NEC, Honda, and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies. Core competencies are the organization's collective learning and ability to coordinate and integrate multiple produ...
Article
A lo largo del último siglo, innovaciones como la gestión de la marca y la estructura organizativa en divisiones han creado más ventaja competitiva sostenida que ninguna de las generadas por los laboratorios o las conversaciones de grupo. Este artículo presenta la manera de conseguir el camino más rápido hacia la innovacion en materia de gestión
Article
We define management innovation as the invention and implementation of a management practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals. Adopting an intraorganizational evolutionary perspective, we examine the roles of key change agents inside and outside the organization in...
Article
Everyone knows that corporate growth--true growth, not just agglomeration--springs from innovation. And the common wisdom is that companies must spend lavishly on R&D if they are to innovate at all. But in these fiscally cautious times, where every line item of every budget in every company is under intense scrutiny, many organizations are doing ju...
Article
No hacen falta grandes presupuestos para conseguir grandes ideas. He aquí cinco maneras contrastadas de innovar con poco dinero: Libere a sus innovadores -- Mire hacia el exterior -- Sea radical -- Experimente -- No desista
Article
Full-text available
In less turbulent times, executives had the luxury of assuming that business models were more or less immortal. 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. It's the challenge facing Coca-Cola as it struggles to raise its "share...
Article
Book reviewed in this article: Gary Hamel, Leading the Revolution
Article
As the information age takes over from the industrial age and change accelerates, the key challenge for each company is to become the architect of revolution in its industry, leaving other companies to play catch-up. The author argues that the key competitive advantage for companies intent on winning in the new economy is non-linear innovation. Com...
Article
Large, tradition-bound organizations can make space for radical, low-cost (and therefore low-risk) innovations. Just ask executives at the World Bank. The story of this best practice begins in 1998, when a young new-products group at the international funding agency proposed holding an Innovation Marketplace to capture novel ideas within the Bank f...
Article
En un mundo tan cambiante como impredecible, sólo gana quien está dispuesto a reescribir periódicamente las reglas de juego de su empresa y de su industria
Article
Enough of this B2B talk. Use the Net to construct a unique company. How? Ask your customers.
Article
Gary Hamel on seven old-economy ideas to ax David Kirk-patrick on the misery to come in the Napster void; and J. William Gurley on tech's new dependence on business cycles.
Article
In this interview, international strategy guru Gary Hamel explains the thinking behind his new book, Leading the Revolution. He believes that the impetus for radical change in a business must come from the ideas and energies of the people within the company, not from consultants or external advisors. He also believes that innovation and radical cha...
Article
How the best companies transform themselves into "gray-haired revolutionaries." A FORTUNE book excerpt.
Article
In the early 1990s, IBM was a has-been. Fujitsu, Digital Equipment, and Compaq were hammering down its hardware margins. EDS and Andersen Consulting were stealing the hearts of ClOs. Intel and Microsoft were running away with PC profits. Today, Big Blue is back on top, a leader in e-business services. This is the story of how the company, which had...
Article
Six years ago, IBM was a has been. Today, it's an e-business powerhouse. It didn't turn around by imposing change from the top. It let ideas, initiatives, and enthusiasm bubble up from below. Maybe your company should do the same.
Article
Here are ten rules for designing a culture that inspires innovation: 1.- Set unreasonable expectations ; 2.- stretch your business definition ; 3.- create a cause, not a business ; 4.- listen to a new voices ; 5.- design an open market for ideas ; 6.- offer an open market of capital ; 7.- open up the market for talent ; 8.- lower the risks of exper...
Article
In 1998, Silicon Valley companies produced 41 IPOs, which by January 1999 had a combined market capitalization of $27 billion--that works out to $54,000 in new wealth creation per worker in a single year. Multiply the number of employees in your company by $54,000. Did your business create that much new wealth last year? Half that amount? It's not...
Article
Why, asks Gary Hamel, has the strategy star begun to dim? Why is strategy no longer a "big idea" in most companies? Strategy innovation is key, he says, to creating new wealth. Only those companies that are constantly able to reinvent themselves will survive in a discontinuous world. Hamel points out that, while strategists spend a lot of time thin...
Article
Licensing and acquisitions have their place, but well-considered alliances may be the most powerful tool to help a company move forward.
Chapter
Gary Hamel ist der Shootingstar der internationalen Guru-Szene seit 1994. Damals veröffentlichte er (zusammen mit C. K. Prahalad) sein allseits gelobtes Competing for the Future, in dem er den Einsatz von Strategien neu definierte und das Interesse an diesem Thema neuerlich weckte. Im wesentlichen brachte das Buch eine Verschiebung des strategische...
Article
The new alliance game -- Discovering value in alliances -- Conceiving the alliance for value creation -- Securing streategic compatibility -- Designing for cooperation -- Managing the balance of power and dependence -- Managing multiple alliances -- Building collaborative advantage -- Appendix: assessing a strategic alliance
Article
How often does the strategic-planning process start with senior executives asking what the rest of the organization can teach them about the future? Not often enough, argues Gary Hamel. In many companies, strategy making is an elitist procedure and ¿strategy¿ consists of nothing more than following the industry's rules. But more and more companies,...
Article
This commentary was distributed at the Mexico City meeting of the Strategic Management Society, and forms the basis for the Call for Papers made for the 1996 SMS meeting to be held in Phoenix, Arizona, USA, November 10–13, 1996 at The Pointe Hilton Resort. The Editors of the SMJ thought it worth drawing to our readers' attention and offer it here a...
Article
This leading business thinker urges managers to seek breakthrough strategies for creating the markets of tomorrow. Reinvent your company and your industry, urges Gary Hamel, co-author of Competing for the Future. If you're wise, you'll start while your company is still healthy and wealthy.
Article
325 pages, bibliographie Alors que de nombreuses voix s'élèvent de nos jours pour réclamer à cor et à cri un nouveau paradigme dans le domaine de la structure des sociétés (l'entreprise amincie, place, virtuelle, modulaire...), elles restent plutôt muettes sur le chapitre de la stratégie. Nous estimons pour notre part que les options stratégiques d...
Article
Gary Hamel is well known for his forthright and challenging views on international corporate strategy. Together with his colleague, C.K. Prahalad, he has written extensively in Harvard Business Review on the core competence of corporations, competition for competence and, just this year, on strategy as stretch. Interviewed in London by EMJ's Editor...
Article
Global competition is not just product versus product or company versus company. It is mind-set versus mind-set. Driven to understand the dynamics of competition, we have learned a lot about what makes one company more successful than another. But to find the root of competitiveness--to understand why some companies create new forms of competitive...
Book
Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s. NEC, Honda, and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies. Core competencies are the organization's collective learning and ability to coordinate and integrate multiple produ...
Article
The improper use of outsourcing is playing an important role in the continuing competitive decline of many Western firms. Western managers often view outsourcing as a defensive operational measure. The approach tends to be incremental. A whole series of incremental outsourcing decisions, taken individually, may make economic sense, but collectively...
Article
In the 1980s, competitive success came mostly from achieving cost and quality advantages over rivals in existing markets. In the 1990s, it will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating new markets. Corporate imagination and expeditionary marketing are the keys that unlock them....
Article
Global competition highlights asymmetries in the skill endowments of firms. Collaboration may provide an opportunity for one partner to internalize the skills of the other, and thus improve its position both within and without the alliance. Detailed analysis of nine international alliances yielded a fine-grained understanding of the determinants of...
Article
Reprint. Thesis (Ph.D.)--University of Michigan, 1990. Includes bibliographical references (p. 317-324).
Article
In the early 19705, when Canon took its first halting steps in reprographics, the idea of a fledgling Japanese company challenging Xerox seemed impossible. Fifteen years later, it matched the U.S. giant in global unit market share. The basis for Canon's success? A different approach to strategy, one that emphasized an organization's resourcefulness...
Article
An issue that confronts the top management of every multinational company is that of determining where in the organization basic strategy decisions should be made. The firm may concentrate responsibility for a broad range of strategic tasks at headquarters, or cede strategic responsibility to foreign affiliates. This paper argues that deriving an a...
Article
http://deepblue.lib.umich.edu/bitstream/2027.42/35680/2/b1377012.0001.001.pdf http://deepblue.lib.umich.edu/bitstream/2027.42/35680/1/b1377012.0001.001.txt
Article
A working paper in the INSEAD Working Paper Series is intended as a means whereby a faculty researcher's thoughts and findings may be communicated to interested readers. The paper should be considered preliminary in nature and may require revision.
Article
http://deepblue.lib.umich.edu/bitstream/2027.42/35681/2/b1377188.0001.001.pdf http://deepblue.lib.umich.edu/bitstream/2027.42/35681/1/b1377188.0001.001.txt
Article
http://deepblue.lib.umich.edu/bitstream/2027.42/35679/2/b1378983.0001.001.pdf http://deepblue.lib.umich.edu/bitstream/2027.42/35679/1/b1378983.0001.001.txt
Article
Traducción de: Leading the Revolution Obra sobre teoría de la administración en la que se sostiene que sólo las ideas no lineales crearán nueva riqueza. El autor sostiene que para prosperar en la era de la revolución, las empresas tienen que adoptar una nueva agenda radical de innovación. El reto, señala, es reconstruirse a sí mismas y a sus indust...
Article
Sumario: Salir de la rutina -- En qué se diferencia la competencia por el futuro -- Aprender a olvidar -- Competir para prever el futuro de la industria -- Forjar una arquitectura estratégica -- La estrategia como reto -- La estrategia como apalancamiento -- Competir para configurar el futuro -- Construir puertas de acceso al futuro -- Insertar la...
Article
Strategy innovation, wealth creation and industry revolution -- Moving beyond incremental change to industry reconception -- How to build wealth instead of having your wealth destroyed
Article
La Universidad de Harvard fue el marco de una reciente conferencia de Gary Hamel, cuyas ideas centrales se ofrecen en este artículo. Cuestiones como ¿cómo adaptar el modelo del negocio tradicional a la nueva economía? ¿qué oportunidades de negocio ofrece Internet? ¿será suficiente con estar en la red? fueron los temas principales
Article
En Silicon Valley, las ideas, el capital y el talento circulan libremente. Se fusionan en las combinaciones que más posibilidades ofrecen de generar innovación y riqueza. Pero en las compañias tradicionales, las ideas, el capital y el talento son prisioneros de la burocracia y de modelos de negocios impuestos. Para captar la magia emprendedora de S...
Article
La era del progreso llegó a su madurez de la mano del desarrollo industrial. Cumplió sus promesas de avances científicos y materiales, pero se cobró su precio : guerras más crueles, deterioro del medio ambiente, adictos al trabajo, desigual distribución de la riqueza. El nuevo siglo se enfrenta a la era de la revolución, que viene acompañada de un...
Article
Full-text available
En una era turbulenta, la única ventaja en la que se puede confiar es una capacidad superior para reinventar los modelos de negocio antes de que las circunstancias nos obliguen a ello. Lograr esta capacidad de adaptación estratégica no es fácil. Cuatro grandes desafíos bloquean el camino
Article
La innovación procede de una nueva forma de ver y de ser, es decir, de observar el horizonte, encontrando lo no convencional e imaginando lo inimaginable. Aprende a ver de forma diferente, y descubrirás todo lo que es verdaderamente diferente. Si crees en ello de verdad, puede que aprendas a innovar
Article
Traducción de: Leading the revolution Incluye bibliografía
Article
Traducción de: The Future of Management Contenido: Parte I Por qué es importante innovar en la administración de las empresas: 1) ¿Es el final de la administración?; 2) La ventaja primordial; 3) Una agenda para innovar la gestión empresarial. -- Parte II La innovación administrativa: 4) La creación de una comunidad de propósito; 5) La construcción...
Article
The methodology to manage big companies will need to change. Avoid the temptation of excessive centralization and bureaucracy

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