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Gary Hamel


  • Competing for the Future:
    Hamel and Prahalad caution that complacent managers who get too comfortable in doing things the way they've always done will see their companies fall behind.
  • Leading the Revolution:
    Leading the Revolution is not a calm analysis of what will or won't work in a post-industrial world. Instead, it's an impassioned call for revolutionary activists to shake the foundations of their companies' beliefs and move from a linear age of gett


  • Thinking about the Customer   view details
    "One of the great things about information technology in general?and the Web in particular?is that it's pretty easy to do small-scale, low-risk experiments, to put up a new site or a new service, and then to see whether it is going to make any difference.
  • Innovation as a Deep Capability   view details
    "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
  • Innovation Now!   view details
    "The challenge of systemic, radical innovation leads to two fundamental questions: How do you generate breakthrough ideas? And how do you manage that process?"
  • Innovation: The New Route to New Wealth   view details
    "Call it the First Law of the Innovation Economy: Companies that are not constantly pursuing innovation will soon be overwhelmed by it. Strategy innovation is the only way to deal with discontinuous -- and disruptive -- change."
  • Management Innovation   view details
    Interview by Des Dearlove. "Management innovation is innovation in management principles and processes that ultimately changes the practice of what managers do, and how they do it. It is different from operational innovation; which is about how the work o
  • Moving Management Online   view details
    "Like the stock market, the Web allows individuals to trade on their own account, to be free agents in the global economy; yet unlike the stock market, it also allows them to collaborate across time and space to build things of enormous complexitylike
  • Innovation Democracy: W.L. Gore's Original Management Model   view details
    "Was it possible to build a company with no hierarchy—where everyone was free to talk with everyone else? How about a company where there were no bosses, no supervisors, no managers and no vice presidents?... Could you create a company with no 'core' business, one that was as focused on creating the future as on preserving the past? The answers to each of these questions was an emphatic "Yes!" And Gore quickly became a model for both organizational and product innovation (not to mention a remarkable business success)."

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